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RETAIL  SELLING 

NORTON 


1 


s.  s. 


A  TEXTBOOK  ON 
RETAIL  SELLING 


BY 


HELEN  RICH  NORTON 

H 

FORMERLY  ASSOCIATE    DIRECTOR,   PRINCE    SCHOOL   OF   EDUCATION 
FOR  STORE   SERVICE,  BOSTON,  MASSACHUSETTS 


GINN  AND  COMPANY 

BOSTON     •     NEW   YORK     •     CHICAGO     •     LONDON 
ATLANTA     •    DALLAS     •    COLUMBUS     •    SAN    FRANCISCO* 


V 


COPYRIGHT,  1919,  BY  HELEN   RICH  NORTON 
ALL   RIGHTS   RESERVED 


n 


GINN  AND  COMPANY     PRO- 
PRIETORS •  BOSTON  •  U.S.A. 


PREFACE 

As  life  is  sustained  by  industry,  and  industry  is  bound  up 
with  the  operations  of  trade,  the  distribution  of  commodities 
is  a  widely  comprehensive  subject  embracing  in  its  scope 
such  great  divisions  as  art,  science,  manufacture,  language, 
mathematics,  history,  commerce,  ethics,  economics,  psychol- 
ogy, and  sociology.  The  far-reaching  educational  possibilities 
of  a  course  in  retail  selling  are  limited  only  by  the  resources 
of  the  teacher  and  the  pupils  ;  and  a  treatment  of  the  sub- 
ject from  the  commercial  standpoint  exclusively  would  be 
as  narrow  and  one-sided  as  a  presentation  of  its  ethical  or 
psychological  aspects  alone. 

It  is  hoped  that  this  book  —  the  outgrowth  of  eight  years' 
experience  in  teaching  classes  in  salesmanship  —  will  be 
interesting  and  profitable  to  students  of  this  subject  in  both 
schools  and  stores.  The  author  has  endeavored  to  make 
clear  her  own  conviction  that  selling  is  a  desirable  means 
of  earning  a  livelihood,  by  showing  that  it  brings  both  eco- 
nomic and  personal  satisfaction  ;  that  it  offers  opportunities 
for  education  in  matters  of  broad  and  vital  interest;  and 
that  it  unquestionably  affords  a  field  for  needed  service.  If 
by  giving  to  those  for  whom  it  is  written  a  better  under- 
standing of  the  requirements  of  their  work,  and  by  develop- 
ing a  professional  spirit  toward  it,  the  book  helps  them  to  do 
this  work  with  greater  zest ;  and  if  it  also  enables  them  to 
interpret  the  lessons  of  industry  in  a  way  that  will  enrich 
both  life  and  labor,  —  its  purpose  will  have  been  fulfilled. 

In  the  preparation  of  the  manuscript  the  author  has 
had  the  benefit  of  most  helpful  advice  and  criticism  from 

V 

414876 


vi  A  TEXTBOOK  ON  RETAIL  SELLING 

Mrs.  Lucinda  W.  Prince,  the  far-sighted  leader  of  the  type 
of  education  of  which  this  book  is  a  modest  exponent,  and  the 
director  of  the  Prince  School  of  Education  for  Store  Service. 
The  author  has  been  privileged  to  work  under  Mrs.  Prince's 
guidance  in  this  school,  and  she  feels  that  any  degree  of  suc- 
cess which  she  may  have  attained  in  her  own  teaching  is  due  in 
large  measure  to  the  vision,  insight,  and  direction  of  this  gifted 
educator,  to  whom  grateful  acknowledgment  is  now  made. 

The  thanks  of  the  author  are  also  due  to  Miss  Bernice 
M.  Cannon,  Educational  Director,  William  Eilene's  Sons 
Company,  for  her  careful  reading  of  the  proof ;  to  Miss 
Lucille  Eaton  Hill,  formerly  director  of  physical  education 
at  Wellesley  College,  for  the  points  in  correct  sitting  and 
standing  positions ;  to  Mrs.  Ethel  P.  Thore  for  help  with  the 
section  on  the  display  of  merchandise;  and  to  Miss  Elizabeth 
Harris  for  assistance  with  the  Index. 

For  their  courtesy  in  permitting  the  use  of  material  for 
illustrations,  acknowledgment  is  made  to  the  following : 
The  Emporium,  San  Francisco ;  L.  S.  Ayres  and  Company, 
Indianapolis ;  The  Halle  Brothers  Company,  Cleveland ; 
Best  and  Company,  and  Rogers,  Peet  Company,  New  York  ; 
R.  II .  White  Company,  William  Filene's  Sons  Company, 
Shreve,  Crump  and  Low  Company,  Carbone  Incorporated, 
the  Prince  School  of  Education  for  Store  Service,  and  the 
Women's  Educational  and  Industrial  Union,  Boston. 

Appreciation  is  also  expressed  to  the  individuals  and  pub- 
lishers who  permitted  quotations  from  their  works  and  to 
many  friends,  fellow-workers,  and  former  pupils  for  valuable 
suggestions  and  for  many  of  the  anecdotes  used  in  illustra- 
tion. The  author  is  further  indebted  to  her  mother,  whose 
reading  of  the  manuscript  resulted  in  needed  corrections. 

BOSTON,  MASSACHUSETTS 


FOREWORD 

TO  HIGH-SCHOOL  TEACHERS 

This  book  aims  to  set  forth  the  leading  principles  of  the 
topics  given  as  chapter  headings  and  to  suggest,  through 
questions  and  assignments,  the  development  and  expansion 
of  different  aspects  of  retail  selling.  It  does  not  attempt 
an  exhaustive  treatment  of  any  phase  of  the  subject.  It  is 
believed  that  pupils  of  high-school  standing  will  be  able  to 
answer  all  the  questions  either  by  looking  into  their  own 
experience  or  by  a  reasonable  amount  of  investigation  under 
the  direction  of  a  qualified  teacher. 

The  purpose  of  the  book  will  be  in  nowise  deflected  if  the 
chapters  are  not  studied  in  the  order  given,  but  it  is  recom- 
mended that  Chapters  VI,  VII,  and  VIII  be  taken  in  order 
because  they  represent  three  logical  steps  in  the  development 
of  a  sale. 

It  is  urged  that  high-school  courses  in  retail  selling  be 
conducted  in  cooperation  with  local  stores,  making  it  pos- 
sible for  high-school  pupils  to  gain  practical  experience 
at  least  on  Saturdays.  One  period  each  week  should  be 
devoted  to  class  discussion  of  this  laboratory  work,  as  it  may 
be  termed,  and  a  written  report  of  the  weekly  store  experi- 
ence should  be  required.  This  report  is  of  value  as  a  means 
of  stimulating  observation  and  of  increasing  the  permanency 
of  impressions,  and  it  also  provides  a  subject  of  undoubted 
interest  and  vitality  for  written  composition. 


viii  A  TEXTBOOK  ON  RETAIL  SELLING 

A  card  catalogue  of  pupils'  store  work,  with  a  card  for 
each  day  of  employment,  is  convenient  for  reference  and 
tabulation.  The  following  form  is  suggested : 


NAME DATK. 

STORE 

KIND  OF  WORK DEPT. 

IF  SELLING,  NO.  OF  SALES... 
TOTAL  AMOUNT  OF  SALES._. 
WAGES 

REMARKS.- 


The  face  of  the  card  may  be  rilled  out  by  the  pupil,  the 
back  being  reserved  for  the  teacher's  estimate  and  for  the 
report  of  the  floor  manager  or  the  superintendent. 

In  order  that  the  teacher  may  be  fully  cognizant  of  the 
systems,  policies,  and  conditions  of  the  stores  in  which  his 
pupils  work,  he  should,  if  possible,  obtain  actual  experience 
as  a  worker  in  each  of  the  cooperating  stores. 

The  study  of  store  system  should  occupy  one  period  each 
week.  Sales  books  of  the  various  cooperating  stores  may 
usually  be  obtained  for  this  exercise ;  but  if  this  seems  to  be 
impracticable,  a  sales  check  embodying  the  leading  points  in 
the  systems  of  all  stores  may  be  printed  for  use  in  the  class- 
room. In  connection  with  the  study  of  system  a  good  deal 
of  drill  in  arithmetic,  especially  addition  and  fractions,  has 
been  found  advisable. 


FOREWORD  ix 

The  demonstration  sale  may  be  employed  with  good  effect 
in  high-school  classes.  Merchandise  borrowed  from  stores, 
collected  from  the  pupils,  or  lent  by  the  Household  Arts 
Department  of  the  school  provides  the  necessary  equipment. 
A  teacher,  a  pupil,  or  an  interested  outsider  may  serve  as 
customer.  For  a  full  explanation  of  the  purpose  of  the 
demonstration  sale  and  the  method  of  conducting  it  as  a 
class  exercise  at  the  Prince  School  of  Education  for  Store 
Service  (where  it  originated),  the  teacher  is  referred  to 
Bulletin  No.  9,  1917,  "Department-Store  Education," 
published  by  the  United  States  Bureau  of  Education  and 
obtainable  for  fifteen  cents  from  the  Superintendent  of 
Documents,  Washington,  D.  C. 

Collections  of  illustrative  material  are  extremely  helpful 
and  should  be  started  as  soon  as  a  course  in  retail  selling 
is  established.  The  aid  of  pupils  should  be  enlisted  in  the 
assembling  of  specimens,  exhibits,  pictures,  pamphlets,  clip- 
pings, and  advertisements  of  interest  in  the  study  of  merchan- 
dise and  retail  selling.  Trade  journals  will  be  found  of  great 
value  in  furnishing  subjects  for  special  topics  and  class 
discussions.  If  it  is  possible  to  secure  an  appropriation 
for  periodicals,  those  deemed  most  useful  should  be  taken 
regularly.  Reference  books,  trade  journals,  and  advertising 
matter,  together  with  first-hand  acquaintance  with  local  stores, 
will  constitute  the  chief  sources  of  information  for  merchan- 
dise studies.  One  article  or  line  of  merchandise  should  be 
presented  in  detail  each  term  as  a  special  topic.  Careful 
attention  should  be  given  to  both  form  and  content  of  these 
studies. 

In  the  Appendix  are  given  lists  of  books  and  trade  journals 
which  the  author  has  found  helpful  in  the  teaching  of  retail 


x  A  TEXTBOOK  ON  RETAIL  SELLING 

selling  and  related  subjects.  The  few  references  to  general 
literature  are  merely  suggestive  of  a  method  of  interesting 
pupils  in  good  reading  through  the  vocational  application. 
The  subject  of  salesmanship,  with  its  wide  range  of  in- 
terests, presents  endless  possibilities  as  a  means  of  develop- 
ing an  appreciation  of  literature. 

All  experiences,  anecdotes,  and  advertisements  cited  in 
the  text  are  absolutely  authentic  unless  there  is  specific 
indication  to  the  contrary. 

In  organizing  a  cooperative  plan  with  local  stores  and 
as  a  guide  in  determining  what  should  be  included  in  the 
course  of  study,  the  high-school  teacher  of  retail  selling 
will  find  invaluable  Bulletin  No.  22,  "  Retail  Selling,"  by 
Lucinda  W.  Prince,  issued  in  Commercial  Education  Series 
No.  i  by  the  Federal  Board  of  Vocational  Education, 
Washington,  D.C.  This  bulletin  treats  comprehensively  all 
phases  of  the  subject  from  the  standpoint  of  the  author's 
experience  in  establishing  retail  selling  as  a  high-school 
course  in  the  Boston  schools. 


CONTENTS 

CHAPTER  PAGE 

I.  STORES  AND  STOREKEEPING i 

II.  THE  SALES  CHECK  AND  OTHER  FORMS 19 

III.  APPEARANCE  AND  DEPORTMENT  OF  SALESPEOPLE    .     .  38 

IV.  DIRECTING  CUSTOMERS 53 

V.  THE   MERCHANDISE  :   ITS    CARE,   ARRANGEMENT,   AND 

DISPLAY .     .          ....  61 

VI.  APPROACHING  CUSTOMERS  AND  STARTING  SALES      .     .  86 

VII.  SELLING  POINTS  AND  THEIR  PRESENTATION    ....  100 

VIII.  CONCLUDING  SALES 128 

IX.  SUGGESTION  AND  SUBSTITUTION 144 

X.  EXCHANGES     .... 158 

XI.  SERVICE 172 

XII.  CUSTOMERS 187 

XIII.  USE  OF  RESOURCES 204 

XIV.  ADVERTISING '   .  218 

XV.  STORE  ORGANIZATION 247 

APPENDIX 

SUBJECTS  FOR  THEMES  AND  SPECIAL  TOPICS    .....  265 

BOOKS  FOR  REVIEW  AND  DISCUSSION 267 

GENERAL  REFERENCES 268 

FRENCH  TERMS  SALESPEOPLE  SHOULD  KNOW 272 

INDEX -277 


XI 


A  TEXTBOOK  ON  RETAIL 

SELLING      -  v:  '••'" 


CHAPTER   I 
STORES  AND  STOREKEEPING 

The  old  policy.  Within  a  century  the  business  of  store- 
keeping  has  undergone  marked  changes,  no  departure  from 
the  earlier  practice  being  more  important  or  more  noticeable 
than  the  present  tendency  to  absolute  honesty  in  buying 
and  selling.  For  more  than  half  of  the  nineteenth  century 
fixed  prices  were  unknown.  Bargaining  was  a  universal 
custom.  Goods  were  marked  with  two  sets  of  letters :  one 
gave  the  cost  of  an  article  to  the  merchant ;  the  other,  the 
lowest  price  for  which  the  article  might  be  sold.  As  neither 
set  of  signs  was  intelligible  to  the  customer,  he  was  at  the 
mercy  of  a  shrewd  salesman  whose  success,  in  the  estima- 
tion of  his  employer,  was  in  proportion  to  his  unscrupulous- 
ness.  The  "asking"  price  —  always  an  excessive  sum  which 
few  would  be  so  foolish  as  to  pay  —  and  the  "taking"  price 
—  that  which  would  be  ultimately  accepted,  if  necessary  — 
were  often  widely  separated,  so  much  so  that  time  was 
wasted  and  distrust  engendered  while  a  price  which  neither 
party  to  the  transaction  considered  robbery  was  agreed  upon. 
As  a  matter  of  course  every  salesman  tried  to  wring  from 


2  A  TEXTBOOK  ON  RETAIL  SELLING 

the  customer  a  sum  as  near  the  "asking"  price  as  pos- 
sible. Sometimes  the  difference  between  the  amount  finally 
obtained  and  the  "taking"  price  was  conferred  upon  the 
astute  salesman  as  a  bonus,  a  practice  which  naturally 
encouraged  extortion.  .The  most  able  salesman,  according 
to  the  standard  ;of  those  days,  was  the  one  who  gave  the 
least  possible  value  in  return  for  the  customer's  money. 
Tne  worth"  of '  honesty  as  a  controlling  policy  was  appar- 
ently utterly  disregarded.  A  man  was  justified  in  making 
any  statement,  no  matter  how  false,  that  would  sell  the 
goods.  There  is  an  old  story  of  a  customer  who  desired 
to  purchase  an  India  shawl  like  one  worn  by  a  prominent 
social  leader. 

The  clerk  showed  her  one  at  $400.  It  was  contemptu- 
ously pushed  aside  as  too  cheap.  This  being  the  costliest 
one  in  the  place,  the  man  behind  the  counter  was  non- 
plused, —  but  only  for  a  moment !  Whisking  it  up  and 
disappearing  behind  a  pile  of  prints,  he  returned  with  the  same 
shawl,  priced  at  $1000,  and  promptly  completed  the  sale.1 

This  is  probably  not  an  exaggerated  instance  of  the  busi- 
ness methods  of  sixty  years  ago. 

Some  merchants  employed  men  called  "barkers,"  whose 
dutyjt  was  to  force  people  inside  who  had  no  intention  of 
entering  the  store.  Once  within,  it  was  made  difficult,  if  not 
impossible,  for  them  to  escape  without  a  purchase.  With- 
out compunction  salespeople  worked  off,  on  the  ignorant 
and  ingenuous,  old  or  imperfect  merchandise  at  the  price 
of  desirable  new  goods,  such  tactics  being  accounted  greatly 
to  their  credit.  That  some  merchants  were,  however,  inclined 

1  From  the  "  Golden  Book  of  the  Wanamaker  Stores." 


STORES  AND  STOREKEEPING  3 

toward  honest  methods  even  in  those  times  is  shown  by  the 
concluding  paragraph  of  an  advertisement  which  appeared 
in  the  New  York  Tribune  in  June,  1849  : 

B —  -  and  C-  -  trust  that  an  inspection  of  the  above 
[merchandise]  and  of  their  entire  stock  will  prove  advan- 
tageous to  those  wishing  the  best  stock  at  the  lowest  prices. 
An  examination  will  not  imply  the  slightest  obligation  to 
purchase,  and  every  article  will  be  truthfully  represented^ 

Higher  prices  in  the  old  days.  Merchandise  cost  more  in 
those  earlier  days  than  it  does  now  (except  when  war,  catas- 
trophe, or  some  other  abnormal  event  greatly  lowers  the 
purchasing  power  of  a  dollar),  one  reason  being  that  much 
of  it  was  imported. 

A  merchant  wrote  thus  concerning  the  period  1818-1832  : 

Nearly  all  dry  goods  were  imported  ;  our  calicoes  or  prints 
came  in  square  hair  trunks,  containing  fifty  pieces  each  ; 
very  few  goods  came  in  boxes  —  they  were  either  in  trunks 
or  in  bales.  We  had  a  few  domestic  cottons,  but  they  were 
all  woven  by  hand.  Power  looms  were  not  introduced  until 
a  few  years  later.  Our  common  cottons  were  all  from 
India,  and  called  India  "hum-hums";  they  had  very  strange 
names  such  as  Bafturs,  Gurros,  etc.  .  .  .  Our  cloths  and 
cassimeres  were  all  imported.  Large  quantities  of  silks  from 

1  It  is  interesting  to  compare  with  this  a  notice  which  recently  appeared 
in  the  several  departments  of  a  well-known  Eastern  store.  A  parallel  idea 
is  more  fully  and  forcibly  expressed  in  these  words : 

Looking  incurs  no  obligation  to  buy. 

Many  customers  are  afraid  of  hurting  a  salesperson's  feelings  and  hence 
take  something  they  do  not  want  and  often  do  not  keep.  We  much  prefer 
that  our  customers  say  "  I  will  not  purchase  to-day  "  than  buy  because  the 
salesperson  has  been  courteous  and  attentive. 

Don't  be  afraid  to  say  "  No  !  " 


4  A  TEXTBOOK  ON  RETAIL  SELLING 

France  and  Italy,  and  beautiful  crepes  and  satins  for  ladies' 
wear,  were  brought  from  India  and  China.1 

The  higher  prices  of  the  past  century  are  also  partly 
accounted  for  by  the  fact  that  manufacturing  was  then  less 
well  developed  than  now ;  the  volume  of  business  was  much 
smaller ;  trade  was  more  seasonal ;  fashions  changed  less  fre- 
quently ;  competition  was  less  keen  ;  in  general,  the  quality 
of  goods  was  better.  Another  contributing  cause  of  great 
importance  was  the  organization  of  trade.  In  its  passage 
from  the  producer  to  the  consumer  merchandise  was  handled 
by  many  agencies  commonly  known  as  "  middlemen,"  and 
the  percentage  which  each  agent  received  for  his  services 
inevitably  increased  the  cost  of  the  goods  to  the  merchant. 
To  a  great  extent  middlemen's  profits  are  now  eliminated 
by  the  direct  dealing  of  retailers  with  manufacturers.  Some 
firms  further  cheapen  production  by  manufacturing  certain 
lines  of  goods  for  themselves,  in  this  way  combining 
manufacturing  and  retailing  in  one  business. 

Working  conditions.  Conditions  of  employment  have 
changed  greatly  in  a  hundred  years.  All  work  in  mercan- 
tile establishments  was  done  exclusively  by  men  and  boys 
until  about  1855,  when  women  were  first  given  employment 
in  stores.  Public  opinion  promptly  rose  against  this  inno- 
vation, for  the  entrance  of  women  into  the  realm  of  business 
was  considered  both  undignified  and  improper.  It  is  said 
that  an  attempt  was  made  to  boycott  the  store  of  a  certain 
Maine  merchant  who  was  the  first  in  the  town  of  Saco  to 
take  the  opprobrious  step  of  hiring  female  help.  He  is  said 

1  This  quotation  and  the  one  on  the.  next  page  are  from  "  William 
E.  Dodge  :  The  Christian  Merchant,"  by  Carlos  Martyn.  Copyright  by 
Funk  &  Wagnalls  Company,  New  York. 


STORES  AND  STOREKEEPING  5 

to  have  defended  himself  by  stating  his  belief  that  "  woman 
is  the  natural  equal  of  man,  and  that  if  given  the  same 
opportunity  and  training  she  will  prove  his  equal  in  all  the 
walks  of  life  in  which  physical  strength  and  endurance  are 
not  the  only  requisites  for  a  successful  career." 

Boys  usually  began  a  mercantile  career  when  very  young 
by  serving  a  period  of  apprenticeship,  during  which  time 
they  were  paid  little  or  nothing,  although  they  worked  hard 
for  considerably  more  than  an  eight-hour  day  at  every  con- 
ceivable kind  of  job.  Mr.  William  E.  Dodge,  a  successful 
New  York  merchant  of  the  nineteenth  century,  described 
his  experiences  when  a  lad  of  thirteen,  just  entering  the 
business  world,  as  follows  : 

I  had  to  go  every  morning  to  Vandewater  Street  for  the 
keys,  as  my  employers  must  have  them  in  case  of  fire  in 
the  night.  There  was  much  ambition  among  the  young  men 
as  to  who  should  have  his  store  opened  first,  and  I  used  to 
be  up  soon  after  light,  walk  to  Vandewater  Street,  and  then 
to  the  store  very  early.  It  had  to  be  sprinkled  with  water, 
which  I  brought  the  evening  before  from  the  old  pump  at 
the  corner  of  Peck  Slip  and  Pearl  Street,  then  carefully 
swept  and  dusted.  Then  came  sprinkling  the  sidewalk  and 
street,  and  sweeping  to  the  center  a  heap  for  the  dirt  cart 
to  remove.  This  done,  one  of  the  older  clerks  would  come, 
and  I  would  be  permitted  to  go  home  for  breakfast.  In 
winter  the  wood  was  to  be  carried  and  piled  in  the  cellar, 
fires  were  to  be  made,  and  lamps  trimmed. 

Custom,  competition,  changed  conditions  and  standards  of 
living,  and,  perhaps  most  influential  of  all,  an  altered  point 
of  view  resulting  in  needed  labor  legislation,  have  made  the 
lot  of  the  young  worker  incomparably  easier,  safer,  pleasanter, 
and  more  remunerative  than  it  was  even  a  generation  ago. 


6  A  TEXTBOOK  ON  RETAIL  SELLING 

Evolution  of  the  department  store.  What  was  the  fore- 
runner of  the  modern  department  store  ?  Some  writers 
assert  that  it  was  the  natural  outgrowth  of  the  "one-line'' 
specialty  house,  it  being  manifest  that  several  lines  brought 
together  under  one  roof  could  be  operated  more  cheaply 
than  single  lines  in  separate  stores.  Others,  and  they  are 
in  the  majority,  trace  its  origin  to  the  general,  or  crossroads, 
store  of  rural  districts.  The  village  store  has  been  often  ridi- 
culed for  its  motley  assortment  of  wares,  —  tea  and  shoe 
strings,  gingham  and  schoolbooks,  sugar  and  pencils,  side  by 
side,  —  many  unrelated  articles  assembled  in  a  room  or  two. 
Yet  a  department  store  is  an  elaborate  development  of  the 
idea  and  principle  of  the  country  store  and  occupies  in  the 
community  a  position  of  usefulness  and  convenience  very  like 
that  of  its  modest  progenitor. 

Mr.  Edward  A.  Filene  of  Boston  explains  the  evolution 
of  the  department  store  as  follows  : l 

The  small  general  store  was  one  of  the  first  ways  of  as- 
sembling goods  that  were  generally  wanted  but  which  were 
made  at  a  distance,  the  purpose  being  to  make  it  easier  for 
people  to  come  to  a  central  place  to  select  what  they  wanted. 
The  department  store  was  a  later  evolution.  Why  should  it 
have  come  at  all  when  the  country  store  had  the  stock  and 
the  advantage  of  being  in  the  field  long  ahead  of  the  depart- 
ment store  ?  The  chief  reason  is  that  the  country  store,  be- 
ing a  small  store,  dealt  with  a  limited  patronage.  It  could 
buy  only  in  small  quantities,  and  the  cost  of  the  articles  it 
sold  was  largely  increased  by  an  unnecessary  number  of  mid- 
dlemen between  the  producer  and  itself.  The  country  store 
bought  of  a  local  jobber  or  near-by  city  jobber,  who  usually 

1  From  a  lecture  delivered  before  the  Filene  Cooperative  Association, 
June,  1916. 


STORES  AND  STOREKEEPING  9 

bought  of  a  big  jobber,  who  in  turn  bought  of  the  manufac- 
turer's agent;  so  that  four  steps  were  involved  from  the 
manufacturer  to  the  country  store.  Moreover,  because  it 
was  possible  to  get  goods  in  very  small  quantities,  .  .  .  the 
number  of  small  stores  was  excessive  and  the  variety  and 
amount  of  stock  in  each  such  store  not  big. 

This  small-store  method  of  distribution,  with  its  excessive 
number  of  stores  and  limitations  on  its  stock,  was  expensive 
and  allowed  the  coming  of  the  department  store,  a  more  . 
successful  method  of  doing  business.  For  the  department 
store  makes  possible  the  buying  or  producing  of  goods  in 
large  quantities  and  tends  more  and  more  to  eliminate  the 
middleman.  It  is  aided  by  the  fact  that  it  can  sell  goods 
in  larger  quantities ;  its  publicity  is  larger  and  more  easily 
accomplished,  coming  in  part  from  its  location  and  the  size 
of  the  building  the  store  occupies.  .  .  .  The  percentage  of 
expense  allowed  for  publicity  in  big  stores  permits  of  pages 
and  double  pages  in  the  newspapers  and  forces  the  name 
upon  the  attention  of  people,  while  the  same  percentage 
allowed  by  the  small  stores  gives  them  only  a  small  adver- 
tisement which  is  often  lost  among  the  very  extensive 
advertisements  of  the  big  stores.1 

Pioneer  department  stores.  The  Bon  Marche  in  Paris, 
established  by  M.  Aristide  Boucicaut  in  1863  (but  not 
departmentalized  until  1869),  is  generally  conceded  to  have 
been  the  first  department  store  in  the  world.  There  appears 
to  exist  some  doubt  as  to  the  first  store  in  the  United  States 
to  be  established  on  department-store  lines.  This  distinction 
is  conferred  by  many  upon  the  A.  T.  Stewart  store  (now 

1  Mr.  Filene  has  since  declared  that  "  even  with  all  of  these  advantages 
in  retail  distribution  through  the  department  store,  there  is  too  large  an 
increase  in  the  price  of  goods  from  producer  to  consumer.  Unless  we 
study  to  eliminate  some  of  these  expenses,  other  types  of  stores,  like  the 
chain  stores,  perhaps,  will  largely  supersede  the  department  store." 


10  A  TEXTBOOK  ON  RETAIL  SELLING 

occupied  by  John  Wanamaker)  of  New  York  City.  In  1862 
Mr.  Stewart,  a  native  Irishman,  who  had  been  a  merchant 
in  New  York  since  1823,  built  a  store  in  which  he  conducted 
a  very  successful  business  on  a  scale  large  for  the  times. 
The  limit  of  the  building  was  set  at  six  stories  because  that 
was  thought  to  be  the  greatest  height  compatible  with  safety. 
Other  well-known  department  stores  established  about  this 
time  or  a  few  years  later  were  the  Jordan  Marsh  Company 
of  Boston,  R.  H.  Macy  and  Company  of  New  York, 
John  Wanamaker  of  Philadelphia,  and  Marshall  Field  and 
Company  of  Chicago. 

Influence  of  the  Centennial  Exposition.  Mr.  Wanamaker, 
the  founder  of  the  business  which  bears  his  name,  considers 
that  the  Centennial  Exposition,  held  in  Philadelphia  in  1876, 
was  an  important  factor  in  the  development  of  the  depart- 
ment-store enterprise.  On  this  point  he  has  said  : 

The  Centennial  Exposition  of  1876  was,  in  my  judgment, 
the  moving  cause  of  a  departure  toward  general  business  by 
single  ownership.  The  rising  tide  of  popular  desire  to  as- 
semble under  one  roof  articles  used  in  every  home  and  with 
freedom  to  purchase  was  a  constant  suggestion  in  1876. 

And  again  : 

The  Centennial  Exhibition  .  .  .  opened  a  new  vision  to  the 
people  of  the  United  States.  It  was  the  corner  stone  upon 
which  manufacturers  everywhere  rebuilt  their  businesses  to 
new  fabrics,  new  fashions  and  more  courageous  undertakings 
by  reason  of  the  lessons  taught  them  from  the  exhibits  of 
the  nations  of  the  world.  The  continuing  outgrowth  of  that 
exhibition  has  revolutionized  the  methods  of  almost  every 
class  of  mercantile  business  in  the  United  States.1 

1 "  Corporations  and  Public  Welfare,"  in  the  Annals  of  the  American 
Academy  of  Political  and  Social  Science,  Vol.  XV,  Supplement,  May,  1900. 


STORES  AND  STOREKEEPING  II 

The  mail-order  house..  Two  other  types  of  stores,  the 
mail-order  house  and  the  chain  store,  are  of  great  interest 
to  the  student  of  retail  trade  because  of  their  unique  organ- 
ization and  also  because  in  the  lines  which  they  carry  they 
are  formidable  competitors  of  department  stores.  The  mail- 
order house,  as  its  name  implies,  deals  with  its  customers 
by  mail.  It  buys  in  large  quantities,  carries  staple  goods, 
and,  to  a  great  extent,  requires  cash  payments.  Its  trade 
is  not  affected  by  the  weather.  Many  of  the  large  expenses 
and  risks  of  the  regular  retail  stores  are  eliminated.  No 
wonder  the  mail-order  house  flourishes  with  the  added  ad- 
vantages, gained  in  recent  years,  of  rural  free  delivery  and 
of  the  cheaper  shipping  rates  of  the  parcel-post  system.1 

Chain  stores.  The  expression  "  chain  stores  "  or  "  chain 
systems  "  relates  to  a  series  of  stores  operating  under  one 
management  in  many  different  centers.  These  stores  spe- 
cialize for  the  most  part  on  one  line  of  merchandise  or  on 
a  few  lines,  though  in  some  cases  —  notably  the  five-and-ten- 
cent  stores — specialization  is  more  a  matter  of  price  than  of 
merchandise.  Quantity-buying  is  an  important  factor  in  the 
success  of  this  type  of  business  as  in  the  mail-order  house. 
Another  reason  for  its  prosperity  lies  in  the  fact  that  the 
name  alone  of  any  well-known  chain  system  —  be  it  store, 
restaurant,  or  agency  —  has  untold  advertising  value  because 
of  its  familiarity  and  because  it  stands  for  a  definite  and 
well-understood  kind  of  service. 

The  store  as  a  service  center.  All  types  of  stores  exist  pri- 
marily for  the  financial  profit  of  the  owners  of  the  business, 

1  For  an  interesting  discussion  of  the  competition  of  the  country  store 
with  the  mail-order  house,  see  "  The  Country  Store,"  by  Charles  Moreau 
Harger,  in  the  Atlantic  Monthly,  Vol.  XCV,  pp.  91-98. 


12  A  TEXTBOOK  ON  RETAIL  SELLING 

but  certainly  a  modern  department  store  should  not  be 
regarded  by  the  public  as  merely  a  money-making  institu- 
tion. It  is  a  helpful,  convenient,  timesaving  center,  giving 
service  of  many  kinds.  Under  its  expansive  roof  nearly 
every  material  need  may  be  satisfied,  and  expert  advice  on 
a  variety  of  subjects  may  be  had  for  the  asking.  Customers' 
needs  are  anticipated  months  in  advance,  and  every  effort 
is  made  to  secure  the  most  desirable  merchandise,  to  be 
available  at  the  right  time  and  to  be  sold  at  fair  prices. 

The  good  values  offered  by  stores  to-day,  especially  in 
ready-made  clothing,  frequently  cause  amazement.  People 
gladly  avail  themselves  of  the  opportunity  to  buy  clothing 
which  they  could  not  reproduce  at  the  same  cost  and 
which  often  has  a  style  and  distinction  not  easily  attained 
by  amateurs.  It  is  the  constant  endeavor  of  store  managers 
to  make  the  task  of  buying  commodities  as  easy,  pleasant, 
convenient,  and  satisfactory  as  possible,  and  in  so  doing 
they  serve  the  public  in  matters  of  everyday  importance. 

The  human  opportunity  in  store  work.  The  attitude  of 
the  management  toward  the  hundreds  of  workers  employed 
in  a  store  is  seldom,  nowadays,  that  of  the  hard  taskmaster. 
Cooperation,  rather  than  compulsion,  is  the  guiding  principle 
in  the  conduct  of  a  department  store,  which  is  in  reality  a 
social  center,  a  small  world,  in  which  lessons  of  fundamental 
importance  may  be  learned.  Young  people  who  plan  to 
undertake  store  work  should  endeavor  to  see  and  to  appre- 
ciate from  the  first  not  simply  the  commercial  possibilities 
in  their  positions  but  also  the  human  opportunity  so  abun- 
dantly present  in  their  relations  with  customers  and  fellow- 
workers.  Nowhere  will  be  found  a  more  fruitful  field  for  the 
study  of  human  nature  ;  nowhere  will  a  spirit  of  helpfulness, 


STORES  AND  STOREKEEPING  13 

an  attitude  of  gracious  dignity,  yield  more  satisfying  returns. 
For  a  department  store  is  a  big  economic  organization,  con- 
trolled, in  the  great  majority  of  cases,  by  men  of  integrity 
and  high  purpose,  and  ministering  in  a  most  vital  way  to 
the  needs  of  the  people. 

Three  famous  American  merchants.  In  closing  this  chap- 
ter it  is  fitting  to  mention  three  eminent  American  mer- 
chants to  whose  genius  modern  retail  trade  owes  some  of 
its  most  progressive  policies. 

ALEXANDER  T.  STEWART  (1802-1876),  to  whom  refer- 
ence has  already  been  made,  was  the  foremost  merchant  of 
his  time  in  this  country.  His  store  was  stocked  with  the  best 
to  be  had  in  the  lines  represented,  and  anything  bought 
at  Stewart's  was  considered  standard  and  was  highly  prized. 
Mr.  Stewart's  judgment  of  goods  has  been  characterized  as 
supreme.  He  was  sensitive  to  fine  distinctions  in  texture, 
touch,  and  color ;  his  taste  was  excellent ;  he  knew  values. 
To-day  he  would  be  called  a  good  merchandiser.  He  was 
ahead  of  his  times  in  his  uncompromising  stand  on  two 
important  principles : 

1.  To  have  but  one  price. 

2.  To  tell  the  truth  regarding  everything  he  sold. 

Salesmen  who  attempted  to  bargain  with  customers  or  who 
made  false  statements  were  summarily  discharged,  although 
such  methods  were  commonly  employed  in  other  stores. 
Mr.  Stewart  gave  as  close  personal  supervision  to  the  small 
details  of  his  business  as  to  the  large  administrative  problems. 
In  these  days  when  the  proprietor  of  a  store  is  seldom  seen 
on  the  floor  among  his  patrons,  it  is  interesting  to  know  that 
for  many  years  Mr.  Stewart  made  it  a  rule  to  greet  his  cus- 
tomers personally,  inquire  their  wishes,  conduct  them  to  the 
desired  section,  and  accompany  them  to  the  door  when  they 


14  A  TEXTBOOK  ON  RETAIL  SELLING 

left.  The  policy  of  giving  a  10  per  cent  discount  to  clergy- 
men and  school-teachers  is  said  to  have  been  introduced 
by  Mr.  Stewart. 

MARSHALL  FIELD  (1835-1906)  went  to  Chicago  in  1856 
and  became  a  salesman  in  a  wholesale  dry-goods  house.  Ten 
years  from  that  time,  when  the  population  of  Chicago  had 
increased  fivefold,  Mr.  Field  was  established  in  business. 
Endowed  with  extraordinary  executive  ability,  sound  judg- 
ment in  financial  matters,  and  an  imagination  which  enabled 
him  to  anticipate  situations,  he  built  up  what  is  said  to  be 
the  largest  retail  business  in  the  world.  He  has  been  de- 
scribed as  the  greatest  mercantile  genius  that  ever  lived. 
Early  in  his  career  he  learned  to  analyze  the  causes  of  failure 
and  to  apply  scientific  methods  to  the  business  of  buying  and 
selling.  It  is  said  that  he  never  owed  and  never  borrowed  a 
dollar  and  that  his  immense  fortune  was  acquired  without 
resort  to  dishonorable  business  practice.  Two  of  Mr.  Field's 
fundamental  principles  were  the  avoidance  of  debt  and  a 
strict  safeguarding  of  credit.  His  merchandising  policy  is 
expressed  in  the  phrase,  "  Better  the  quality  at  the  price," 
a  policy  which  has  been  developed  in  part  by  the  establish- 
ment of  factories,  both  here  and  abroad,  controlled  by  Mar- 
shall Field  and  Company.  Mr.  Field  was  a  benefactor  of 
many  institutions,  but  he  is  chiefly  remembered  as  a  sover- 
eign merchant,  and  the  vast  store  which  bears  his  name  is 
his  greatest  monument. 

JOHN  WANAMAKER  (1837-  ).  Ever  since  Mr.  Wana- 
maker  established  his  large  store  in  Philadelphia  in  1876 
he  has  been  a  leading  figure  in  the  mercantile  world.  His 
business  career  may  be  said  to  have  begun  in  1861,  when 
he  became  a  partner  in  the  prosecution  of  a  successful 
clothing  business.  At  this  time,  when  moral  standards  in 
business  were  still  on  a  questionable  basis,  Mr.  Wanamaker 
took  a  resolute  stand  for  honest  dealing  and  initiated  many 


STORES  AND  STOREKEEPING  15 

progressive  policies  which  are  now  widely  prevalent.  In 
1865  he  established  the  fixed-price  principle  and  in  the 
same  year  promulgated  the  revolutionizing  idea  of  return  of 
goods  and  refund  of  purchase  money.  In  1896  he  instituted 
the  summer  Saturday  half-holiday.  In  1896,  also,  Mr.  Wan- 
amaker  bought  the  A.  T.  Stewart  business  and  opened  his 
New  York  store  in  the  original  Stewart  building.  A  complete 
enumeration  of  Mr.  Wanamaker's  reforms  and  innovations 
cannot  be  given  here,  but  there  is  no  doubt  that  his  sound 
and  advanced  policies  have  profoundly  influenced  the  devel- 
opment of  modern  business  conditions.  Once,  when  asked 
for  a  sketch  of  his  life,  he  replied  by  telegraph,  "  Thinking, 
trying,  toiling,  and  trusting  in  God  is  all  of  my  biography." 

QUESTIONS  AND  PROBLEMS 

1.  Give  the  exact  names  of  all  the  department  stores  in  this  city. 

2.  Make  a  classification  of  these  stores  on  the  basis  of  grade  of 
merchandise  carried ;  for  example,  high,  medium,  and  low-priced. 

3.  Name  a  leading  specialty  shop,  or  "  one-line  "  house,  in  this 
city  for  the  following  kinds  of  merchandise : 

Rugs  and  carpets  Office  supplies 

Furniture  Sporting  goods 

Leather  goods  Fine  laces  and  embroideries 

Oriental  goods  Cutlery 

Pictures  Millinery 

Glass  and  china  Art  embroidery 

Stationery  Books 

Trunks  and  bags  Music 

Kitchen  goods  Waists 

Gloves  Rubber  goods 

Confectionery  Shoes 

Optical  goods  Men's  clothing 

4.  Compare  a  department  store  with  a  large  five-and-ten-cent 
store.    What  advantages  are  offered  by  the  latter  ?    Name  any 
features  which  seem  undesirable. 


1  6  A  TEXTBOOK  ON  RETAIL  SELLING 

5.  What  kinds  of  goods  are  excluded  from  most  department 
stores  ? 

6.  What  advantages  besides  a  saving   of  time  and   certain 
conveniences  are  enjoyed  by  patrons  of  department  stores? 

7.  Give  the  names  and  locations  of  two  well-known  mail- 
order houses. 

8.  Give  the  names  of  chain  stores  dealing  in  merchandise  of 
the  following  types  : 

LOtM^J 

"    Five-and-ten-cent  goods 
Drugs     OUj 
Groceries 
Tea 
Shoes 


9.  What  do  you  consider  the  most  distinctive  feature  of  each 
of  the  chain  stores  mentioned  ? 

10.  What  is  barter?    Name  any  countries  in  which  this  custom 
is  still  prevalent. 

11.  In  what  European  countries  is  the  bargaining  system  still 
in  use  ? 

12.  Report  anything  you  have  heard,  or  know  from  personal 
observation,  concerning  the  following  famous  stores  : 

Marshall  Field's,  Chicago 

John  Wanamaker's,  Philadelphia  and  New  York 

Selfridge's,  London 

Liberty  and  Company,  London 

Bon  Marche,  Paris 

13.  Before  the  introduction  of  modern  methods  of  retailing,  it 
is  said  that  the  attitude  of  merchants  was  expressed  by  the  Latin 
words   caveat  emptor.     What   is    the    meaning   of   these  words? 
Explain  their  application. 

14.  Name  some  lines  of  merchandise  for  which  the  demand 
is  distinctly  seasonal. 


STORES  AND  STOREKEEPING  17 

15.  Try  to  account  for  the  fact  that  trade  was  more  seasonal 
(there  were  more  months  of  dull  business)  sixty  years  ago  than 
at  the  present  time. 

16.  Justify  the  high  prices  charged  for  imported  merchandise. 

17.  Express  your  views  concerning  the  frequent  changes  of 
fashion  of  to-day.     Consider  the  question  from  the  standpoint  of 
(i)  business;  (2)  economy;  (3)  ethics. 

18.  Give  three  reasons  why  department-store  work,  especially 
selling,  is  suited  to  women. 

19.  Why  do  you  think  it  was  considered  unsuitable  work  for 
women  sixty  years  ago  ? 

20.  What  did  the  Centennial  Exposition  celebrate  ?    Why  was 
it  held  in  Philadelphia  ? 

21.  Explain  how,  according  to  Mr.  Wanamaker's  theory,  the 
Centennial  Exposition  stimulated  business. 

22.  What  other  great  expositions  have  been  held  in  this  country 
since  1876  ?   What  did  they  celebrate? 

23.  Give  the  names  of  business  men  who  have  attained  emi- 
nence in  this  city.    State  any  striking  characteristics  which  might 
account  for  their  success. 

ASSIGNMENTS 

1.  In  your  notebook  make  a  tabulated  comparison  of  the 
country  general  store  and  the  city  department  store  with  which 
you  are  most  familiar.  Give  the  name  and  location  of  the  store  in 
each  case.  If  you  are  not  personally  acquainted  with  a  typical 
country  store,  a  suburban  dry-goods  store  may  be  substituted. 
The  topics  listed  below  should  be  covered.  Add  any  other  topics 
which  may  occur  to  you. 

a.  Size  (that  is,  number  of  floors) ;  approximate  area  covered 

b.  External  appearance 

Style  of  architecture 

Surroundings 

Entrance 


1 8  A  TEXTBOOK  ON  RETAIL  SELLING 

c.  Internal  appearance 

Arrangement  of  merchandise 

Lighting 

Heating 

Orderliness  and  cleanliness 

Atmosphere  or  spirit 

d.  Grade  of  merchandise  carried 

(Quote  a  few  comparative  prices,  if  possible) 

e.  Competition 

f.  Personal  element  in  transactions 

Relate  incidents  illustrative  of  favors  shown  or  special  service 
rendered,  if  possible 

g.  Characterize  the  place  in  the  community  which  each  store  fills 

h.  Summarize,  giving  the  advantages  and  disadvantages,  as  you  see 

them,  of  each  class  of  store  as 
A  place  of  employment 
A  place  of  purchase 

If  possible,  illustrate  your  outline  with  kodak  pictures  or  with 
sketches  of  the  exterior  and  interior  of  each  store. 

2.  Obtain  a  mail-order  house  catalogue,  read  the  introductory 
matter  carefully,  and  look  over  the  pages  describing  the  merchan- 
dise. Write  a  paper  comparing  the  mail-order  house  with  the 
department  store  from  the  customer's  standpoint. 


CHAPTER  II 
THE  SALES  CHECK  AND  OTHER  FORMS 

Wherever  large  numbers  of  people  are  involved  in  any 
enterprise  a  more  or  less  elaborate  system  of  record-keeping 
becomes  necessary.  Public-school  authorities,  for  example, 
demand  frequent,  detailed  reports  of  the  deportment,  attend- 
ance, and  scholarship  of  the  many  pupils  in  annual  school 
attendance.  Librarians  make  use  of  a  careful  card  system  in 
keeping  track  of  the  books  lent  to  residents.  Those  who 
wish  to  enjoy  the  privileges  of  these  and  other  public  institu- 
tions are  obliged  to  conform  to  certain  rules,  for  a  system  of 
some  kind  is  absolutely  necessary  if  order  is  to  prevail. 

The  sales  book.  Full  and  accurate  records  are  of  particular 
importance  when  money  is  handled.  For  department  stores 
the  methodical  sales  book  has  been  evolved  as  the  most  satis- 
factory means  of  recording  the  essential  facts  of  every  sale. 

To  the  uninitiated  the  filling  out  of  a  sales  check  may 
seem  to  be  useless  red  tape.  Salespeople  sometimes  rebel 
against  the  labor  inevitably  bound  up  with  its  operation,  and 
customers  often  chafe  when  subjected  to  unavoidable  delays 
occasioned  by  the  exactions  of  the  system.  It  is  unfortunate 
that  the  function  of  the  sales  check  as  protection  to  customer, 
salesperson,  and  firm  is  not  more  generally  understood.  A 
brief  description  of  the  different  parts  of  the  sales  book  - 
the  familiar  symbol  of  stores  both  large  and  small  —  is  a 
necessary  preliminary  to  the  explanation  of  its  use.  Since 

19 


20  A  TEXTBOOK  ON  RETAIL  SELLING 

« 

the  books  used  by  different  stores  vary  in  respect  to  many 
details,  only  a  general  description  will  be  attempted  here. 

Parts  of  the  sales  book.  There  is  first  the  cover,  usually 
stoutly  constructed  of  cardboard  and  leather.  Inside,  held  in 
place  by  a  metal-spring  device,  is  the  series  of  sales  checks, 
or,  as  the  arrangement  is  sometimes  designated,  "  the  book." 
A  sheet  called  variously  a  record,  tally,  or  index,  on  which 
the  amount  of  each  sale  is  recorded,  is  inserted  somewhere 
in  the  cover.  The  sales  must  be  totaled  at  the  end  of  the 
day.  A  sheet  of  carbon  paper  insures  two  copies  of  the  sales 
record.  If  a  third  copy  is  required,  a  double-faced  carbon 
and  a  set  of  tissue  sheets  are  provided.  In  the  first  case, 
the  sale  is  said  to  be  made  out  in  duplicate ;  in  the  second,* 
in  triplicate.  In  some  stores  three  different  forms  of  sales 
check  are  in  use,  according  to  the  kind  of  sale,  whether 
cash,  charge,  or  C.O.D.  Many  stores  use  two  forms  :  one 
for  cash  sales  and  another  for  charge  and  C.O.D.  sales; 
while  a  simple  system,  and  one  which  is  convenient  from 
the  standpoint  of  the  salesperson,  provides  one  slip  so 
arranged  as  to  meet  the  requirements  of  all  sales. 

Parts  of  the  sales  check.  The  sales  check  used  by  depart- 
ment stores  is  usually  made  up  of  six  different  parts.  These 
parts  are,  in  general,  as  follows : 

ORIGINAL  CHECK 

1.  Shipping  ticket :  pasted  on  outside  of  bundle  if  purchase  is 
sent ;  not  used  otherwise. 

2.  Sales  ticket :  the  store's  record;  filed  in  auditing  office. 

3.  Cashiers  voucher  or  receipt:   record  kept  by  cashier  and 
used  in  balancing  accounts  at  night;  ultimately  turned  over  to 
auditing  office. 


NAME  OF  STORE 


IZ 


X 


D37690 


NAME 


I^AA^ 

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tJtiteM 


"EP'T SUES  »0.  0*TE  EITM  PUPS  How  Sold  or  «m't  he'd 


£&_ 
.O^™ 


SO 


TOTAL 


O 


CASHIER'S 
VOUCHER 


IZ 


^ 


SOIB  or  mOUIIT  HEC'O 


TOTU  MOOHT 
OF  SALE 


//^79 


A  TYPICAL  DEPARTMENT-STORE  SALES  CHECK 
A  charge-sent  sale 


THE  SALES  CHECK  AND  OTHER  FORMS        23 

DUPLICATE  CHECK 

1.  Duplicate  of  shipping  ticket:  if  made  out,  filed  in  shipping 
department  for  reference. 

2.  Duplicate  of  sales  ticket:  wrapped  with  merchandise  purchased. 

3.  Salesperson's  voucher  or  receipt :  salesperson  obtains  this  from 
cashier  after  it  has  been  stamped  and  preserves  it  the  specified 
length  of  time. 

The  sales  check  as  protection.  It  will  be  seen  that  every 
person  concerned  in  a  sale  of  merchandise  has  something  to 
show  for  it.  The  customer  finds  a  receipt  in  his  bundle  ;  the 
salesperson  and  cashier  have  their  vouchers ;  if  the  goods 
are  sent,  the  shipping  department  has  its  record ;  and  finally, 
the  firm,  through  the  auditing  office,  receives  the  details  of 
the  transaction  and  may,  at  any  time,  ascertain  the  true  con- 
dition of  the  business  from  the  records  drawn  off  from  the 
checks.  Thus,  in  case  of  a  dispute  or  misunderstanding,  it 
is  a  relatively  simple  matter  to  establish  the  facts,  to  place 
responsibility  for  errors,  and  to  correct  them.  The  system  is 
so  carefully  guarded  at  every  point  that  it  is  difficult  to  vio- 
late. Salespeople  are  sometimes  unmindful  of  the  protection 
thus  afforded,  failing  to  realize  that  an  employee  who  follows 
all  rules  and  carries  out  his  part  of  the  system  with  fidelity 
to  every  detail  is  ordinarily  beyond  suspicion. 

Specific  facts  called  for.  A  study  of  the  sales  check  of  any 
department  store  will  reveal  the  fact  that  certain  information 
is  always  called  for  and  must  be  supplied  in  spaces  set  apart 
for  the  purpose.  Some  facts  are  recorded  more  than  once. 
A  typical  sales  check  calls  for 

1.  Salesperson's  number  (sometimes  stamped  or  perforated). 

2.  Department  number  (sometimes  stamped  or  perforated). 

3.  Number  of  extra  or  private  packages  inclosed. 


24  A  TEXTBOOK  ON  RETAIL  SELLING 

4.  Amount  of  money  received  or,  if  not  a  cash  purchase,  the 
kind  of  sale. 

5.  Total  amount  of  sale. 

6.  Quantity  sold. 

7.  Name  of  article  sold. 

8.  Price  of  article  sold. 

9.  Date. 

A  serial  number  indicates  the  special  issue  or  edition  of 
sales  checks  to  which  a  given  check  belongs,  and  another 
number  indicates  the  place  of  each  check  in  the  series  of 
fifty  of  which  every  book  is  composed. 

Some  checks  call  for  one  or  more  of  these  additional  facts  : 

1.  Total  number  of  pieces  sold. 

2.  Model  (or  style)  number  of  article  sold. 

3.  Invoice  number. 

In  all  except  cash  sales,  in  which  the  bundle  is  delivered 
to  the  customer  in  person  at  the  store  (known  as  "  cash 
delivered  "  or  "  cash  take  "  sales),  names  and  addresses  must 
be  obtained.  Other  information,  such  as  suite  number  or 
room  number,  special  means  of  transportation,  and  the  name 
of  the  person  who  made  the  purchase,  may  be  required  in 
certain  cases. 

The  sales  check,  in  its  present  form,  is  the  product  of  long 
and  careful  study  of  the  needs  of  large  stores.  Each  space 
is  arranged  as  it  is  because  of  a  good  reason  based  on  experi- 
ence. If  a  question  of  legality  should  arise  concerning  a 
sales  transaction,  the  sales  checks  involved  might  be  taken 
into  court  as  constituting  "  books  of  original  entry."  This 
in  itself  is  enough  to  show  how  extremely  important  it  is 
that  checks  be  made  out  accurately  and  clearly.  Aside  from 
the  possibility  of  legal  proceedings,  careful  work  on  the  part 


THE  SALES  CHECK  AND  OTHER  FORMS        25 

of  all  who  have  any  connection  with  the  sales  checks  is 
necessary  to  the  successful  operation  of  the  system.  An 
understanding  of  the  prescribed  forms,  the  reasons  back 
of  them,  and  the  correct  way  to  make  them  out  to  the 
smallest  detail  is  most  essential.  Those  who  write  the 
checks  must  write  legibly.  And  finally,  a  good,  well-pointed 
pencil  is  the  indispensable  tool  which  the  good  workman 
will  not  neglect  or  overlook. 

Important  rules.    Of  store  rules  one   of  the  most  rigid 
is  the  following  : 

Sales  checks  must  not  be  altered  or  erased.  If  an  error 
is  made  or  a  change  is  necessary,  call  a  floor  manager  and 
ask  him  to  make  the  check  void.  A  new  check  may  then 
be  made  out. 

The  reason  for  this  rule  is  clear.  If  any  except  authorized 
persons  were  allowed  to  make  changes  in  the  checks  after 
they  were  made  out,  no  dependence  could  be  placed  on 
the  records,  and  the  way  would  be  opened  for  malprac- 
tice and  abuse  of  the  system.  Moreover,  hurried  erasures 
and  the  careless  marking  over  of  letters  and  figures  in- 
crease the  difficulties  of  office  workers  and  often  lead  to  dis- 
astrous guesswork  on  their  part.  Another  important  rule  is 
that  requiring  salespeople  to  read  back  to  the  customer  the 
name  and  address,  when  they  are  given.  In  addition,  sales- 
people are  advised,  and  often  required,  to  show  the  address 
as  they  have  written  it.  In  this  way  the  address  is  veri- 
fied in  two  ways  —  by  appealing  to  the  customer  through 
the  ear  and  through  the  eye.  The  following  authentic 
cases  of  carelessness,  first,  in  listening,  and  second,  in 
failure  to  verify  the  address,  show  how  necessary  it  is  to 
take  every  precaution. 


26  A  TEXTBOOK  ON  RETAIL  SELLING 

CORRECT  NAME  NAME  WRITTEN  BY  SALESPERSON 

S.  H.  Eldridge  S.  H.  L.  Rich 

Charles  Eastman  Charles  E.  Smith 

A.  A.  Cutting  A.  A.  Patten 

F.  A.  L.  Potter  F.  A.  O'Connor 

J.  J.  Bartlett  J.  J.  Barclay 

S.  J.  Boylan  F.  H.  Bailey 

When  such  errors  occur,  and  they  are  all  too  common,  the 
merchandise  is  held  until  the  difficulty  is  discovered  and 
corrected.  But  in  the  meantime  customers  become  impatient, 
may  refuse  to  accept  the  goods  when  finally  delivered,  and 
may  even  withdraw  their  accounts  if  the  delay  has  caused 
great  inconvenience. 

When  a  common  name  like  Smith  or  Brown  is  given, 
special  care  should  be  taken  to  get  the  initials  precisely 
right.  There  might  be  many  Smiths  and  Browns  among 
a  store's  charge  customers,  and  a  slight  inaccuracy  in  any 
one  of  the  names  would  be  likely  to  give  rise  to  much 
trouble  and  delay. 

In  some  stores  the  use  of  the  word  "  city  "  as  the  final 
word  of  the  address  is  prohibited  because  it  has  been  found 
to  cause  misunderstanding  and  confusion.  In  one  case  this 
word  was  so  badly  written  as  to  be  taken  for  "  California," 
and  in  another  case  it  became  involved  with  the  figures  and 
was  taken  for  a  figure,  the  amount  of  the  sale  being  actually 
increased  one  dollar  thereby. 

Care  should  also  be  taken  in  the  matter  of  giving  the 
correct  name  to  an  article  sold.  When  a  customer  found 
the  item  "  i  Brush  "  on  his  bill  the  first  of  the  month,  he 
returned  the  bill  for  adjustment,  asserting  that  he  had  not 
bought  a  brush.  It  was  found  that  the  item  with  which  he 


THE  SALES  CHECK  AND  OTHER  FORMS        27 

was  charged  was  a  book  entitled  "  The  Sagebrush  Parson." 
Under    the    circumstances    an    item    reading    "  i    Book " 
would  have  been  far  more  intelligible  to  the  customer  than 
"i  Brush,"  but  the  best  form  would  have  been  "  i  Book- 
'  The  Sagebrush  Parson.'  " 

Here  is  another  striking  example  from  the  same  depart- 
ment. An  item  on  a  customer's  bill  read  "Groceries,  $1.35." 
She  reported  to  the  office  that  she  had  never  bought  gro- 
ceries at  the  store  in  question.  The  head  of  the  adjustment 
department  looked  up  the  original  charge  check  and  found 
that  it  read  "  i  puddin',  $1.35."  He  showed  the  check 
to  the  customer,  but  she  insisted  that  she  had  purchased 
no  groceries.  He  then  noticed  the  department  number  on 
the  check,  which  was  that  of  the  book  department.  The 
customer  had  bought  a  copy  of  "  Puddin'  Head  Wilson." 
Investigations  necessary  for  the  adjustment  of  such  matters 
entail  much  expense  and  are  a  source  of  great  annoyance 
to  customers. 

Common  forms  of  the  sales  check.  The  simplest  forms  of 
sales  are  the  following : 

1.  Cash  take,  or  cash  delivered:  the  customer   pays   for   the 
merchandise  and  takes  it  out  of  the  store  with  him. 

2.  Cash  sent :  the  customer  pays  for  the  merchandise,  but  the 
store  delivers  it  at  his  home. 

3.  Charge  sent :  the  merchandise  is  charged  and  sent  to  the 
customer's  home. 

4.  C.  O.  D. :  like  a  charge-sent  sale  except  that  the  customer 
pays  for  the  merchandise  when  it  is  delivered  at  his  home. 

Certain  sales  cannot  be  accepted  at  the  desk  until  they 
are  authorized  by  a  floor  manager.  Such  sales  involve  an 
element  of  risk,  or  require  special  arrangements  or  an 


28  A  TEXTBOOK  ON  RETAIL  SELLING 

assumption  of  authority  not  within  the  province  of  a  sales- 
person. It  may  be  said  in  general  that  any  irregular  sale 
must  be  submitted  to  the  floor  manager  for  authorization. 
Sales  requiring  authorization.  In  most  stores  the  floor 
manager's  signature  is  required  for  the  following  kinds  of 
sales  : l 

1 .  Merchandise  charged  to  one  address  and  sent  to  another. 

2.  Merchandise  charged  and  delivered  over  the  counter  with- 
out identification  coin. 

3.  Discount    sales    to   clergymen,    dressmakers,    institutions, 
employees  of  the  house,  etc. 

4.  Future  (or  future-date)  sales.   Merchandise  held  by  the  store 
until  a  certain  date  at  the  customers  request. 

5.  Part  paid  C.  O.D.    Customers  sometimes  make  a  deposit 
on  merchandise  bought,  paying  the  balance  due  when  the  goods 
are  delivered.     Some  stores   require   a   deposit   on  all   C.  O.  D. 
purchases. 

6.  Allowance    of    price    on    damaged    or    imperfect    goods 
("As  Is"). 

7.  Even  and  uneven  exchanges,  including  credit  slips. 

8.  Extra  or  private  packages  to  be  inclosed  with  a  purchase 
made  in  the  store. 

9.  Void  checks. 

10.  Price  tags  removed  and  sales   checks  not  inclosed  with 
merchandise. 

11.  Customer's    own    property  or   goods.    Applies    chiefly    to 
repairs. 

12.  Merchandise  worn  or  taken  out  of  the  store  without  being 
wrapped. 

1  Students  should  copy  these  headings  into  their  notebooks,  and  as  they 
learn  the  significance  of  each  sale,  they  should  explain  in  writing  why  the 
signature  is  needed  in  each  case.  Concrete  examples  should  be  given.  The 
list  is  by  no  means  exhaustive,  but  covers  the  forms  commonly  met  in 
department  stores. 


THE  SALES  CHECK  AND  OTHER  FORMS        29 

1 3 .  Special  delivery. 

14.  Check,  money  order,   express   order,  or  traveler's   order 
given  in  payment. 

,  15.  C.O.JD.  Allow  examination.  A  customer  may  keep  mer- 
chandise for  a  specified  period,  at  the  expiration  of  which  the  driver 
calls  and  receives  either  the  merchandise  or  its  cash  value. 

1 6.  Deposit  sales.  On  payment  of  a  deposit  merchandise  may 
sometimes  be  held  in  the  store  until  a  certain  date  when  the 
customer  pays  the  full  amount  due. 

The  transfer.  One  type  of  sale,  known  variously  as  a 
traveler,  transfer,  shopping  card,  or  till-book  sale,  requires 
special  explanation.  The  term  "transfer"  will  be  used  here, 
as  that  expression  seems  as  logical  as  any.  A  transfer  is 
planned  with  particular  reference  to  two  types  of  sales  : 

1 .  One  in  which  the  customer  lives  at  some  distance  from  the 
city  and  intends  to  buy  more  than  one  article. 

2.  One  in  which  the  customer,  irrespective  of  residence,  intends 
to  buy  several  articles. 

These  two  cases  will  be  clearer  if  examples  are  given. 

A  customer  comes  to  a  city  from  a  small  town  thirty  miles 
distant  for  a  day's  shopping.  As  time  is  limited  and  there 
is  much  to  do,  it  is  not  practicable  to  go  about  from  store 
to  store  buying  one  article  here  and  another  there.  If  the 
goods  are  satisfactory,  the  customer  will  buy  as  much  as 
possible  in  one  store. 

A  good  illustration  of  the  second  case  is  that  of  a  mother 
who  brought  with  her  to  a  toy  department  the  letters  which 
her  five  children  had  written  to  Santa  Claus  telling  what 
they  wanted  for  Christmas.  This  customer  bought  every 
one  of  the  twenty  articles  on  the  lists,  spending  nearly  two 
hours  in  the  big  department  while  she  made  the  selection. 


30  A  TEXTBOOK  ON  RETAIL  SELLING 

In  both  of  the  situations  described,  it  would  be  to  the 
customer's  advantage  to  use  a  transfer,  because 

1.  This  provides  for  the  assembling  of   the  purchases  at  a 
central  desk,  where  they  are  wrapped  securely  in  one  bundle. 

2.  If  it  is  a  cash  sale,  the  total  amount  due  is  paid  at  the  end 
instead  of  separate  payments  being  made  as  each  section  is  visited. 

3.  If  the  goods  are  to  be  sent,  they  reach  the  customer's  home 
at  one  time  and  all  together  instead  of  in  separate  lots  delivered 
at  different  times. 

Thus,  convenience  and  a  saving  of  time  are  the  advantages 
enjoyed  by  the  user  of  the  transfer. 

To  the  store  the  benefits  are  the  following : 

1.  A  saving  of  labor  and  of  wrapping  materials,  since  one  large 
bundle  is  wrapped  instead  of  many  small  ones. 

2.  A  saving  on  express  charges  in  the  event  of  sent  sales. 

3.  The  tendency  on  the  part  of  a  customer  who  buys  on  a 
transfer  to  purchase  as  much  as  possible  in  one  store  instead  of 
going  elsewhere  for  some  of  her  needs. 

The  want,  or  call,  slip.  Another  form  which  salespeople 
should  understand  and  use  is  the  want,  or  call,  slip, 
to  be  filled  out  whenever  a  customer  asks  for  something 
which  the  department  or  the  store  is  unable  to  supply. 
Eventually  these  slips  are  turned  over  to  the  merchandise 
manager  and  the  buyer  of  the  department  concerned,  to 
whom  they  indicate  the  demand  for  stock  which  is  not  car- 
ried. They  may  also  show  that  certain  lines  of  goods  which 
had  been  dropped  should  be  re-ordered.  Salespeople  who 
do  not  understand  the  significance  of  this  slip  sometimes 
fail  to  give  the  needed  facts  in  form  sufficiently  clear,  full, 
and  explicit.  Spaces  are  usually  provided  for  such  items  as 
size,  color,  style,  price,  and  material,  and  a  few  lines  are  left 


no 

Ul 
Q 


I 

1 


i 


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h- 

z 

I 


o 


X 


31 


THE  SALES  CHECK  AND  OTHER  FORMS        33 

blank  for  any  special  description  of  the  article  called  for 
or  any  helpful  information  given  by  the  customer,  such  as 
the  fact  that  the  article  desired  may  be  bought  at  some 
other  store  at  a  certain  price.  "Was  the  sale  lost?"  and 
"  Did  you  substitute  ?  ".  or  "  What  merchandise  was  substi- 
tuted," are  questions  sometimes  asked.  Some  slips  provide 
blanks  for  the  customer's  name,  address,  and  telephone 
number,  so  that  notification  may  be  sent,  if  desired,  when 
the  article  is  received  in  stock.  Whatever  the  form,  the  slip 
should  be  filled  out  as  intelligently  and  completely  as  pos- 
sible. Every  call  should  be  recorded,  even  though  some  may 
seem  unimportant ;  and  if  there  are  several  calls  for  the 
same  article  during  the  day,  either  a  separate  slip  should 
be  made  out  for  each  one  or  the  number  of  calls  for  the 
article  in  question  should  be  recorded  on  a  single  slip 
according  to  directions. 

QUESTIONS  AND  PROBLEMS 

1.  How  should  the  carbon  sheet  be  placed  in  relation  ts-  the 
edges  of  a  sales  check  ?   Why  ? 

2.  What  kind  of  pencil  —  number,  price,  and  length  —  do  you 
recommend  for  the  writing  of  sales  checks  ? 

3.  Why  is  it  advisable  to  have  at  least  two  pencils  ready  for 
use  at  the  beginning  of  a  day  of  selling  ? 

4.  Describe  the  proper  way  to  sharpen  a  pencil. 

5.  Obtain  a  tally  sheet  (or  record)  from  your  teacher  or  from 
a  store,  and  explain  its  use  fully. 

6.  In  what  different  forms  may  the  date  be  written  ?   What  is 
the  most  approved  form  for  a  sales  check  ?   Why  ? 

7.  Make  a  set  of  figures,  then  criticize  your  performance  from 
the  standpoint  of  clearness.    Give  a  few  minutes'  daily  practice  to 
the  making  of  any  figures  which  are  not  perfectly  clear. 


34  A  TEXTBOOK  ON  RETAIL  SELLING 

8.  Explain  the  importance  of  recording  the  suite  number  of 
a  customer  who  lives  in  an  apartment  house.    What  should  be 
recorded  if  a  customer  is  staying  at  a  hotel?   Why? 

9.  In  certain  departments  of  some  stores  the  article  bought 
by  a  customer  is  placed  with  the  sales  check  in  a  cloth  bag,  in 
which  it  is  transferred  to   the  examiner's  desk.    What  are  the 
advantages  of  such  an  arrangement  ?    Do  you  see  any  disadvan- 
tages in  it  ? 

10.  Why  may  not  a  salesperson  destroy  an  imperfect  check 
instead  of  having  it  made  void  by  the  floor  manager  ? 

11.  What  errors  are  likely  to  be  made  in  sales  checks  through 
the  carelessness  of  salespeople  ? 

12.  In  repeating  the  street  number,  why  is  it  advisable  to  use 
the  method  of  the  telephone,  saying  "  three-one-six "  instead  of 
"  three  sixteen  "  ? 

13.  Write  the  names  and  complete  addresses  of  six  of  your 
friends.    Underline  those  words  or  parts  of  words  which  are  diffi- 
cult to  spell.     Inclose  in  brackets  those  which  might  easily  be 
misunderstood. 

14.  Make  a  list  of  names  of  your  city  streets  which  might  be 
confused  because  of  similarity  in  sound. 

15.  Make  a  similar  list  of  suburbs  and  towns. 

16.  Study  carefully  the  abbreviations  of  the  na*mes  of  all  the 
states  in  the  Union,  placing  in  groups  those  which  look  most  alike. 

17.  Salespeople  are  sometimes  required   to   print  the   capital 
letters  in  an  address.    Try  this  method  with  your  own  address. 
What  advantages  has  the  plan?    Are  there  any  disadvantages? 

18.  What  is  meant  by  a  model  number  ?  an  invoice  number  ? 

19.  Suggest*  ways  in  which  the  use  of  the  word  "  city  "  for  the 
name  of  a  place  might  cause  misunderstanding. 

20.  Outline  the  probable  steps  taken  in  investigating  the  item 
"  i  Brush." 

21.  Who  was  chiefly  responsible  for  this  needless  expenditure 
of  time  and  effort  ? 


THE  SALES  CHECK  AND  OTHER  FORMS        35 

22.  How  is  the  number  of  pieces  estimated  in  the  following  ? 

A  man's  suit  A  tool  chest  containing  tools 

A  pair  of  stockings  A  pair  of  shoes 

A  pair  of  gloves  A  box  of  handkerchiefs 

A  nest  of  blocks  A  box  of  envelopes 

A  set  of  books  A  set  of  golf  sticks 

23.  After  you  have  completed  a  sale,  what  may  you  do  to 
prepare  your  book  for  the  next  sale  ? 

24.  Count  the  number  of  Smiths  listed  in  the  telephone  book. 
Do  you  find  any  subscribers  of  this  name  having  the  same,  or 
nearly  the  same,  initials  ? 

25.  Salespeople  should  stand  as  erect  as  possible  when  making 
out  sales  checks.    Why  is  a  salesperson  at  a  physical  disadvantage 
when  he  bends   far  over  his  book  in  order  to  write  on  a  low 
counter  ?    What  are  any  other  disadvantages  of  such  a  position  ? 

26.  Why  is  it  desirable  that  the  salesperson's  line  of  vision  be 
more  nearly  on  a  level  with  his  customer's  ? 

27.  Why    should    the    amount    of    money  received    from    the 
customer  be  "named  back"  by  the  salesperson? 

28.  In  ascertaining  the  kind  of  sale,  which  form  of  inquiry  is 
better : 

a.  "  Cash  ?  "  or  "  Do  you  wish  to  pay  for  this  ?  " 

b.  "  Charge  ?  "  or  "  Have  you  an  account  ?  " 

Give  reasons  in  each  case. 

29.  What  is  an  identification  coin  ? 

30.  Why  must  a  salesperson  see  the  coin  and  copy  the  number  ? 

31.  What  reasons  for  future-date  sales  can  you  suggest  ? 

32.  At  what  season  of  the  year  are  future-date  sales  most  likely 
to  occur  ?    Why  ? 

33.  In  the  case  of  sale  goods  sent  C.O.D.  a  deposit  of  25  per 
cent  of  the  value  (part  payment)  is  sometimes  required.    What  is 
the  reason  for  this  ?    Some  stores  require  a  similar  deposit  when 
goods  are  set  aside  or  reserved.    Why  ? 


36  A  TEXTBOOK  ON  RETAIL  SELLING 

34.  Why  is  the  signature  of  the  buyer,  as  well  as  that  of  the 
floor  manager,  usually  required  for  allowance  of  price  on  goods 
which  are  imperfect  ? 

35.  What  is  meant  by  an  uneven  exchange  ?   Give  an  example. 

36.  In  most  stores  salespeople  are  required   to  call  a  floor 
manager  to  open  a  package  containing  merchandise  brought  in 
for  credit  or  exchange.    Why  should  the  package  not  be  opened 
by  the  salesperson  ? 

37.  Account  for  the  following  restrictions  imposed  by  some 
stores  with  reference  to  the  inclosure  of  private  packages : 

a.  Packages  containing  breakable,  perishable,  or  inflammable  articles 
not  accepted. 

b.  No  bulky  merchandise  sent  that  was  bought  in  other  stores. 

c.  Goods  bought  in  the  bargain  basement  not  sent  with  merchandise 
bought  upstairs  in  the  same  store. 

38.  A  salesperson  is  sometimes  required  to  write  the  customer's 
name  and  address  on  a  private  package  which  is  to  be  inclosed. 
Give  a  reason  for  this  rule. 

39.  At  what  season  of  the  year  are  salespeople  most  likely  to 
be  requested  to  remove  price  tags  and  omit  sales  checks  ? 

40.  Why  are  examiners  required  to  look  at  the  price  tag  and  com- 
pare it  with  the  record  on  the  sales  check  before  wrapping  bundles  ? 

41.  When  a  customer  takes  merchandise  out  of  the  store  with- 
out having  it  wrapped,  why  is  he  advised  to  keep  the  sales  check 
(his  receipt)  in  sight  until  he  has  passed  out  of  the  store  ? 

42.  How  does  a  bank  check  differ  from  a  money  order  ? 

43.  Why  must  a  floor  manager  be  called  when  either  is  offered 
in  payment  ? 

44.  Find  out 'the  average  cost  of  delivery  of  a  bundle  within 
the  ten-mile  limit. 

45.  Discuss  the  relative  advantages  of  express  and  parcel  post. 

46.  Compare  the  fruit  vender's  system  of  making  sales  and 
disposing  of  cash  receipts  with  that  of  a  department  store.    Why 
must  the  latter  be  far  more  elaborate  ? 


THE  SALES  CHECK  AND  OTHER  FORMS        37 

47.  What  advantages  has  the  fruit  vender's  easy-going  method? 
What  disadvantages  ? 

48.  Under  what  conditions  is  a  cash  register  more  satisfactory 
for  sales  records  than  a  sales  book  ? 

49.  Name  six  departments  in  which  you  have  observed  cash 
registers  in  use. 

NOTE  TO  TEACHER.  In  connection  with  this  lesson,  drill  should  be 
given  in  the  writing  of  the  simplest  forms  of  the  sales  check,  such  as  cash 
delivered,  cash  sent,  charge  sent.  The  more  complicated  forms  should 
be  studied  in  later  lessons.  For  at  least  one  sale  in  each  exercise,  pupils 
should  be  required  to  stand  and  write  with  only  the  cover  of  the  sales 
book  for  support. 

ASSIGNMENTS 

i 

1.  Begin  a  collection  of  sales  checks  or  parts  of  checks  from 
as  many  different  stores  as  possible.    Blank  sales  checks  are  not 
given  away  (unless  canceled),  but  if  you  or  any  member  of  your 
family  make  a  purchase,  save  the  slips  from  the  inside  and  out- 
side of  the  bundle.    Paste  the  slips  into  your  notebook  and  label 
them.    Study  carefully  the  points  covered  by  each  and  observe 
critically  the  way  in  which  each  check  is  written.    Compare  each 
check  with  the  sales  check  which  you  use  in  school. 

2.  Observe  and  make  a  written  report  on  the  making  out  of 
a  sales  check  by  a  salesperson  in  at  least  three  different  stores, 
keeping  the  following  points  in  mind : 

a.  Speed  of  writing. 

b.  Position  while  writing. 

c.  Condition  of  pencil. 

d.  If  address  is  taken, 

(1)  Is  it  read  back? 

(2)  Is  it  shown  ? 

(3) ,  Is  it  clearly  enunciated  ? 

e.  Legibility  of  writing. 

In  general,  criticize  this  part  of  the  salesperson's  work  from  the 
standpoint  of  good  form. 


CHAPTER  III 
APPEARANCE  AND  DEPORTMENT  OF  SALESPEOPLE 

Upon  entering  a  store  one  is  conscious  of  a  certain  char- 
acter or  personality  which  distinguishes  that  store  from  all 
others.  One  store,  for  instance,  may  be  described  as  exclusive 
or  elegant,  another  as  homelike  and  democratic,  while  a  third 
may  seem  cheap  and  tawdry  in  contrast  with  a  neighboring 
unobtrusive  establishment  where  everything  is  in  quiet,  good 
taste.  This  difference  in  atmosphere  may  be  accounted  for 
in  various  ways.  The  spirit  and  policy  of  the  management 
influence  it  to  some  extent ;  the  character  of  the  merchandise 
and  tastefulness  of  the  display  are  other  factors  ;  but  perhaps 
no  one  element  has  more  to  do  with  giving  a  store  its  tone 
than  the  salespeople  behind  its  counters. 

Personality  and  character  cannot  be  apprehended  in  a 
momentary  glance ;  but  only  a  very  little  time  is  needed  to 
judge  of  a  person's  appearance,  and  those  who  know  us  only 
superficially  get  their  chief  impression  of  us  —  perhaps  their 
only  one  —  from  the  important  externals  of  appearance. 

Proper  clothing  for  work.  The  provision  of  proper  cloth- 
ing, that  which  is  suited  in  all  ways  to  the  work  undertaken, 
is  a  matter  which  every  salesperson,  man  or  woman,  should 
consider  seriously.  An  employer  has  a  right  to  demand 
of  his  workers  the  very  best  of  which  they  are  capable  in 
appearance,  as  in  effort  and  interest.  It  is  quite  possible 
that  after  taking  a  position  a  salesperson  may  be  obliged  to 

38 


APPEARANCE  OF  SALESPEOPLE  39 

spend  the  greater  part  of  his  clothing  budget  on  clothes  to 
be  worn  during  working  hours,  and  that  the  portion  of  the 
wardrobe  which  hitherto  had  perhaps  seemed  the  more  im- 
portant, apparel  worn  evenings  and  Sundays,  may  suffer  in 
consequence.  If  any  part  of  the  wardrobe  is  to  be  sacrificed, 
it  must  certainly  not  be  the  business  garb.  The  clothes 
selected  for  business  should  be  of  serviceable  material,  well- 
cut  and  well-made,  of  no  conspicuous  color  or  style,  and 
should  be  fashioned  to  suit  the  personality  and  build  of 
the  wearer. 

A  selling  position  is  more  exacting  in  its  clothing  require- 
ments than  some  other  business  positions,  because  a  sales- 
person is  on  view  all  the  time  and  subject  to  the  scrutiny  of 
a  critical  public.,  Moreover,  if  ready-made  clothing  is  being 
sold,  the  salesperson  whose  own  clothing  is  shabby,  or  un- 
tidy, or  in  poor  taste  suffers  by  contrast.  There  is  also 
the  question  of  bright  colors  to  be  considered.  Most  stores 
require  their  salespeople  to  wear  black  or  very  dark  colors 
during  the  greater  part  of  the  year,  because  uniformity  looks 
well  and  also  because  dark,  neutral  tones  make  a  good 
background  for  the  merchandise,  which  necessarily  represents 
a  wide  range  of  color. 

Dress  requirements.  In  an  effort  to  bring  about  a  certain 
standard  of  dress  for  salespeople,  definite  rules  and  require- 
ments have  been  laid  down  by  most  stores.  In  general, 
saleswomen  are  asked  to  avoid  wearing  the  following : 

1.  Bright  colors  in  every  detail  of  the  costume.    (Dresses  of 
black  or  navy  blue  are  required  in  many  stores  except  during  the 
summer,  when  white  waists  may  be  worn.) 

2.  Bracelets,  necklaces,  and  earrings. 

3.  Badges  and  campaign  buttons. 


40  A  TEXTBOOK  ON  RETAIL  SELLING 

As  custom  permits  less  variety  in  the  garb  of  men  than 
in  that  of  women,  they  are  in  less  danger  of  offending  the 
canons  of  good  taste  and  propriety  in  respect  to  clothing, 
yet  one  large  store  has  found  it  necessary  to  insert  the 
following  in  its  book  of  rules  : 

Men  will  avoid  unusual  color  combinations  of  hosiery  and 
neckwear,  and  loud,  flashy  apparel.  When  not  wearing  vests 
in  warm  weather,  they  will  always  keep  their  coats  buttoned. 
They  will  be  no  less  careful  than  the  women  in  avoiding 
extreme  styles  in  dress,  unbusinesslike  jewelry,  campaign 
buttons,  and  strong  perfumery. 

Dignity  of  uniformity.  Stores  in  which  rules  concerning 
dress  are  enforced  have  a  certain  dignity  which  is  always 
a  by-product  of  uniformity.  The  reasons  for  such  dress 
requirements  are  not  always  understood,  and  sometimes 
salespeople,  more  especially  the  women,  object  to  appearing 
in  the  sober  colors,  serviceable  materials,  and  conservative 
styles  which  the  store  managers  consider  appropriate.  Yet 
these  objectors  would  never  think  of  questioning  the  costume 
prescribed  by  many  churches  for  the  choir,  nor  would  they 
take  exception  to  the  black  academic  cap  and  gown  of 
colleges  and  universities  or  to  the  plain,  formal,  but  almost 
universally  becoming  uniform  which  nurses  adopt  with  pride 
upon  graduation  from  a  training  school.  And  when  the 
khaki-clad  soldier  appears,  does  not  that  uniform,  which  pro- 
claims the  wearer  a  man  who  is  ready  to  give  his  life  for 
~  his  country,  command  respectful  admiration  ?  The  uniform 
demanded  by  any  calling  should  be  regarded  as  elevating 
rather  than  degrading  the  wearer,  who,  in  assuming  certain 
garb,  gives  evidence  of  the  possession  of  certain  qualities 
needed  in  a  given  line  of  work. 


APPEARANCE  OF  SALESPEOPLE  41 

Cleanliness  and  neatness.  The  color  and  style  of  costume 
are  not  the  only  points  to  be  emphasized  if  a  salesperson  is 
to  present  an  attractive  appearance.  Cleanliness  of  person 
and  clothing  are  equally  important.  In  cities,  where  dust  and 
smoke  continually  fill  the  air,  it  is  difficult  to  keep  clean, 
and  it  is  absolutely  imperative  to  set  apart  a  certain  portion 
of  the  daily  schedule,  at  night  or  in  the  morning,  for  the 
cleansing  and  refreshment  of  the  body.  Special  attention 
should  be  given  to  the  hands,  which  are  made  prominent  by 
the  showing  of  merchandise,  and  to  the  teeth,  which  have 
much  to  do  with  health  and  attractiveness. 

When  the  outer  clothing  is  removed,  small  repairs  should 
be  made  and  any  necessary  cleaning  done.  The  clothing 
should  next  be  brushed  and  then  placed  or  hung  near  an 
open  window  for  thorough  freshening  and  airing. 

Personal  standards  in  relation  to  work.  A  store  superin- 
tendent, testifying  to  the  importance  of  personal  neatness 
among  the  selling  force,  referred  to  a  certain  applicant  for 
a  selling  position  in  this  way : 

Her  hair  was  neatly  dressed,  her  clothes  were  well-brushed ; 
she  wore  good  shoes  with  straight  heels,  but  there  were 
spots  on  the  front  of  her  blouse.  I  knew  that  a  woman 
capable  of  such  laxness  when  she  was  seeking  a  position 
would  never  have  the  right  feeling  for  her  stock.  And  so 
of  course  I  had  to  reject  her. 

This  very  point  of  the  relation  of  personal  standards  of 
neatness  to.  good  stock-keeping  was  exemplified  not  long  ago 
in  a  rather  good  little  store  doing  a  large  business  in  news- 
papers, periodicals,  and  books  and  carrying  in  addition  a  stock 
of  stationery  and  office  supplies.  This  store  is  presided  over 
by  a  man  who  shuffles  about  in  unpolished,  much-worn, 


42  A  TEXTBOOK  ON  RETAIL  SELLING 

down-at-the-heel  shoes ;  his  hands  are  never  clean,  and 
his  loose  clothing,  none  too  clean,  has  not  been  pressed 
for  many  a  day.  When  a  customer  bought  a  bottle  of  ink 
of  him  she  was  not  surprised,  in  view  of  the  proprietor's 
appearance,  to  find  the  bottle  covered  with  a  thick  layer  of 
dust.  One  would  suppose  that  under  such  circumstances  the 
salesman  would  apologize  for  the  dust  and  would  make  haste 
to  remove  it  at  once.  Not  so,  however,  in  this  case.  He 
placed  the  bottle  on  the  counter  before  the  customer,  took 
the  money,  made  change  at  the  cash  register,  and  allowed 
the  customer  to  take  the  bottle  just  as  it  was,  unwrapped,  out 
of  the  store.  She  tried  to  teach  him  a  lesson  by  attempt- 
ing to  blow  off  some  of  the  dust  as  she  picked  up  the  bottle 
from  the  counter.  Such  poor  housekeeping  is  an  offense 
and  a  discourtesy. 

The  influence  of  good  appearance.  It  is  important,  then, 
to  cultivate  a  good  appearance  in  order  to  meet  the  obliga- 
tions of  a  position  which  brings  the  worker  into  contact 
with  the  public.  It  is  also  important  to  do  so  in  order  to 
impress  customers  agreeably  and  to  make  them  feel  that  the 
person  serving  them  respects  his  merchandise  and  takes  good 
care  of  it.  And  a  third  reason  for  strict  attention  to  the  de- 
tails of  personal  appearance  is  the  effect  upon  the  individual 
himself.  A  missing  button,  a  grease  spot  in  a  conspicuous 
place,  the  knowledge  that  a  certain  detail  of  clothing  is  not 
right,  may  have  a  disastrous  influence  on  an  entire  day's  work, 
because  the  wearer  of  the  defective  garment  is  annoyed  and 
disturbed  by  the  consciousness  that  he  is  not  up  to  the  stand- 
ard in  dress.  A  person  who  knows  that  he  is  well-dressed, 
clean,  and  neat  has  a  sense  of  self-respect  and  enjoys  a 
mental  ease,  which  contribute  not  a  little  to  his  efficiency. 


APPEARANCE  OF  SALESPEOPLE  43 

Physical  attitude.  It  should  be  noted  that  the  effect  of 
good  looks  and  of  tasteful  and  appropriate  dressing  is 
greatly  heightened  by  correct  carriage  of  the  head  and  body. 
A  person  who  lacks  physical  beauty,  yet  holds  himself  well 
and  uses  his  body  with  freedom  and  natural  grace  because 
his  muscles  are  strong  and  well  controlled,  may  achieve  a 
distinction  which  neither  beauty  nor  fine  raiment  alone 
can  give.  The  physical  position  assumed  by  salespeople  has 
much  to  do  with  their  power  to  attract  customers.  A  sales- 
person who  is  well  "  set  up,"  alert  in  bearing,  businesslike 
and  responsive  in  attitude,  naturally  draws  customers,  because 
he  seems  to  be  ready  for  his  work  and  equal  to  its  demands. 

The  illustrations  on  page  45  show  correct  standing  and 
sitting  positions.  The  points  to  be  emphasized  in  each. case 
are  as  follows : 

SITTING  POSITION 

1.  Lower  part  of  back  pressed  against  the  back  of  the  chair. 

2.  Muscles  of  neck  and  spine  stretched  up. 

3.  Arms  and  hands,  free  from  tension,  rest  in  the  lap. 

4.  Shoulder  blades  may  rest  against  the  flat  upper  back  of  the 
chair. 

5.  Feet  supported  in  correct  position. 

STANDING  POSITION 

1.  Feet,  separated  and  parallel,  point  straight  forward. 

2.  Feet  equally  support  weight. 

3.  Muscles  of  neck  and  spine  stretched  up. 

4.  Arms,  free  from  tension,  hang  naturally  at  the  sides. 

Salespeople  are  on  their  feet  the  greater  part  of  the  time, 
yet  they  may  sit  when  not  busy.  Some  of  the  employees 


44  A  TEXTBOOK  ON  RETAIL  SELLING 

who  work  at  desks  are  seated  much  of  the  day,  while  the 
work  of  others  requires  them  generally  to  stand.  It  is  im- 
portant that  all,  both  salespeople  and  office  workers,  learn 
to  stand  and  sit  correctly,  for  these  positions  influence  not 
only  appearance  but  health  as  well. 

Conduct  of  salespeople.  Suggestions  regarding  the  con- 
duct of  salespeople  might  seem  to  be  unnecessary,  yet  there 
is  ample  evidence  that  many  have  given  insufficient  thought 
to  the  customs  and  manners  demanded  by  their  position.  As 
in  any  other  public  place,  dignity,  self-control,  and  courtesy  are 
of  great  importance.  The  necessity  for  the  exercise  of  these 
qualities  will  perhaps  be  more  apparent  if  a  crowded  elevator 
be  considered,  a  car  in  which  both  employees  and  customers 
are  carried  as  passengers.  If  the  employees  are  inconsiderate 
and  self-seeking,  if  their  speech  or  attitude  betrays  vulgarity, 
if  they,  as  representatives  of  the  store,  show  by  their  actions 
that  they  lack  a  sense  of  propriety,  by  so  much  is  the  cus- 
tomer's estimation  of  the  store  lowered.  The  contact  of  cus- 
tomers with  salespeople  at  the  counters  is  a  like  influence  in 
the  formation  of  impressions. 

Conversation.  If  salespeople  are  permitted  to  converse 
among  themselves  when  not  busy,  they  should  do  so  in  quiet 
tones  and  without  undue  absorption,  lest  the  approach  of  cus- 
tomers be  unobserved.  They  should  not  gather  together  in 
close,  confidential  groups  nor  should  their  backs  be  turned 
to  the  counters  or  tables.  Customers  frequently  complain  of 
the  way  in  which  they  are  kept  waiting  while  a  personal 
conversation  among  salespeople  is  finished,  or  they  say,  if 
they  are  reluctantly  approached,  it  is  evident  that  the  subject 
of  the  conversation  is  more  on  the  salesperson's  mind  than 
the  need  of  the  customer. 


APPEARANCE  OF  SALESPEOPLE  47 

Comment  on  the  salesmanship  and  the  lack  of  courtesy 
displayed  in  the  following  incident : 

A  lady  entering  the  notion  department  of  a  store  found 
all  the  salespeople  gathered  in  one  spot,  listening  with 
absorbed  interest  while  one  of  the  group  narrated  a  per- 
sonal experience.  As  no  one  appeared  to  notice  her,  the 
customer,  after  a  few  moments'  delay,  approached  one  of 
the  girls  with  the  remark  that  she  would  like  to  look  at 
braids.  The  girl  who  was  telling  the  story  turned  abruptly, 
withdrew  from  a  shelf  a  large  box  containing  many  varieties 
of  braid  and  placed  it  on  top  of  other  merchandise  on  the 
counter.  After  removing  the  cover,  she  returned  to  her 
audience  and,  with  back  turned  to  the  customer,  remarked 
in  clearly  audible  tones,  "  Well,  the  next  night  he  intro- 
duced me  to  his  mother."  The  customer,  after  a  superficial 
examination  of  the  braids,  left  the  store. 

Loud  calling.  Calling,  conversing,  and  giving  directions 
in  loud,  strident  tones  to  persons  at  some  distance  add  to 
the  noise  and  confusion  of  a  store  and  increase  the  nerve 
strain  for  salespeople  and  customers.  It  is  sometimes  neces- 
sary to  raise  the  voice  to  obtain  a  floor  manager,  but  there 
is  seldom  any  other  reason  for  so  doing.  Instead  of  shout- 
ing vociferously  to  a  messenger,  "  Gracie,  come  here  and 
take  this  bundle,  quick;  the  lady's  in  a  hurry,"  it  would 
be  pleasanter  for  the  customer  and  better  form  on  the  part 
of  the  salesperson  to  secure  the  services  of  the  messenger 
in  a  less  conspicuous  way. 

Personal  comment.  A  tendency  of  salespeople  to  make 
comments  on  the  appearance,  behavior,  and  purpose  of  cus- 
tomers is  greatly  to  be  deprecated.  Too  often  such  remarks 
are  overheard  by  patrons.  Why  might  the  following  com- 
ments drive  away  another  customer  who  overheard  them  ? 


48  A  TEXTBOOK  ON  RETAIL  SELLING 

"  Is  n't  she  terrible  ?  I  can't  do  a  thing  with  her." 
"  He  says  he  's  in  a  hurry.    Well,  so  am  I." 
[In   a    leather-goods   section.]    "  Everyone   who   comes 
along  disturbs  my  bags." 

"  Say,  what  do  you  think  of  my  customer's  hat  ?  " 
"  Don't  bother  with  her ;  she  's  just  looking." 

If  a  situation  seems  to  call  for  disparaging  remarks,  they 
should  not  be  made  within  the  hearing  of  customers. 

A  man  returned  a  lamp  chimney  to  the  grocery  store  at 
which  his  wife  had  bought  it  the  preceding  day,  explaining 
that  it  had  cracked  within  ten  minutes  after  the  lamp  was 
lighted,  and  asking  for  another  in  its  place.  With  a  good 
deal  of  reluctance  the  salesman  provided  a  second  chimney 
which,  unfortunately,  behaved  in  the  same  manner  as  the 
first.  When  the  customer  returned  the  second  time  he  was 
considerably  annoyed  by  the  salesman's  unpleasant  attitude, 
so  much  so,  indeed,  that  he  asked  to  see  the  proprietor,  who, 
upon  hearing  the  customer's  experience,  said  to  the  sales- 
man, "  Give  the  gentleman  another  chimney."  Standing 
only  a  short  distance  from  the  customer,  the  salesman  took 
it  upon  himself  to  protest :  "  If  you  go  on  that  way,  every- 
body will  be  coming  back  for  chimneys  and  everything  else." 
In  no  uncertain  tone  the  proprietor  repeated,  "  Give  the 
gentleman  another  chimney,"  and  this  time  the  salesman 
obeyed  orders.  But  neither  the  customer  nor  his  wife  will 
ever  trade  with  that  salesman  again.  , 

Sometimes  feelings  of  weariness,  disappointment,  or  re- 
sentment are  expressed  in  the  presence  of  customers.  Such 
remarks  as  "You  took  my  sale!  "  "  I  shall  be  thankful  if 
the  store  ever  closes !  "  create  an  unpleasant  atmosphere  to 
which  customers  are  likely  to  react  unfavorably. 

There  should  be  avoidance  of  anything  in  speech  or  in 
manner  which  might  seem  to  imply  correction  or  discipline 


APPEARANCE  OF  SALESPEOPLE  49 

of  patrons  of  the  store.  Selling  goods,  not  the  training  of 
customers,  is  the  function  of  a  salesperson,  who  may,  how- 
ever, by  example  and  intelligent  service  teach  and  train  a 
great  deal.  When  a  customer  who  had  meant  to  ask  for 
nickel-plated  fixtures  and  thought  he  had  done  so  was  shown 
brass  fixtures,  he  resented  the  salesperson's  remark,  "You 
did  not  ask  for  nickel-plated  fixtures ;  you  asked  for  brass." 
When  there  is  nothing  of  importance  at  issue,  it  is  better 
to  be  misunderstood  than  to  cause  offense.  A  spirit  of  con- 
ciliation is  far  more  favorable  to  the  winning  of  sales  than 
a  spirit  of  combativeness. 

Meeting  customers  in  a  store  is  like  meeting  people  any- 
where, in  the  essentials  of  conduct  involved,  but  no  purely 
social  relation  can  be  more  exacting  in  its  requirements  than 
a  business  position,  the  holder  of  which  shares  with  all  his 
fellow-workers  responsibility  for  the  good  name  and  pros- 
perity of  his  employer. 

QUESTIONS  AND  PROBLEMS 

1.  Why  do  some  firms  request  their  salespeople  to  wear  black 
rather  than  dark  colors,  such  as  blue  or  brown  ? 

2.  Show  that  dressing  in  black  is  economical. 

3.  How  should  moderation  in  dressing  be  shown  in  connection 
with  the  present  styles  ? 

4.  What  is  your  opinion  as  to  the  advisability  of  extreme  styles 
for  people  in  business  ? 

5.  Discuss  the  relative  expense  of  conservative  dressing  and 
extreme  dressing. 

6.  What  woolen  materials  are  best  suited  to  business  wear, 
and  why? 

7.  What  materials  are  practical  and  suitable  for  business  wear 
in  hot  weather  ? 


50  A  TEXTBOOK  ON  RETAIL  SELLING 

8.  Why  should  campaign  buttons  not  be  worn  ? 

9.  Give  two  reasons  why  jewelry  should  not  be  worn  merely 
for  ornament  by  salespeople  when  at  work. 

10.  Why  are  ties,  collars,  and  belts  of  bright  colors  prohibited  ? 

11.  Give  your  opinion  as  to  the  use  of  perfumes  and  perfumed 
soaps. 

12.  Why  is  it  advisable  to  keep  the  finger  nails  fairly  short  for 
store  work  ? 

13.  Why  should  nails  not  be  manicured  in  public  ? 

14.  Why  should  salespeople  give  special  attention  to  the  selec- 
tion of  proper  shoes  for  their  work  ? 

15.  Read  "The  Human  Mechanism,"  by  Hough  and  Sedgwick, 
Part  II,  chap,  xxiv,  Hygiene  of  the  Feet,  and  then  explain  what  is 
meant  by  a  hygienic  shoe. 

16.  Why  do  skaters,  mountain  climbers,  and  little  children  wear 
shoes  based  on  a  hygienic  last  ? 

17.  What  type  of  shoe  do  you  consider  best  suited  to  the  needs 
of  a  salesperson,  and  why  ? 

18.  Why  is  patent  leather  an  unsuitable  material  for  shoes  worn 
all  day  by  a  salesperson  ? 

19.  How  do  polish,  re-soling,  and  straightening  the  heels  improve 
the  appearance  and  prolong  the  life  of  shoes  ? 

20.  Why  are  very  cheap  shoes  usually  the  most  expensive  in 
the  end? 

21.  Give  three  reasons  for  the  importance  of  caring  for  the  teeth. 

22.  Explain  the  proper  way  to  brush  the  teeth.    How  often 
should  they  be  brushed? 

23.  How  often  is  it  advisable  to  have  the  teeth  examined  by 
a  dentist? 

24.  Look  up  the  words  "  courtesy  "  and  "  dignity  "  in  a  large 
dictionary ;  note  the  derivation  in  each  case  and  explain  why  the 
possession  of  these  qualities  is  advantageous  to  a  salesperson. 

25.  Under  what  circumstances  is  personal  conversation  among 
salespeople  permissible  ?  not  permissible  ? 


APPEARANCE  OF  -SALESPEOPLE  5 1 

26.  Give  your  opinion  as  to  the  propriety  of  addressing  fellow- 
employees  by  their  given  names  in  the  presence  of  customers. 

27.  How  can  a  new  salesperson's  first  day  be  made  pleasant 
and  easy  ? 

28.  A  customer  entering  a  department  and  finding  several  sales- 
people at  liberty  frequently  selects  and  approaches  one.    What 
may  influence  this  selection  ? 

29.  What,  in  your  opinion,  are  the  chief  characteristics  of  an 
attractive  personality  ? 

30.  What  do  you  think  a  superintendent  would  wish  to  know 
about  you  if  you  applied  to  him  for  a  position  as  salesperson  ? 

31.  What  would  you  wish  .to  know  about  the  store  and  the 
position? 

32.  What  would  you  do  in  preparation  for  such  an  interview  ? 

33.  How  could  you  save  the  superintendent's  time  ? 

ASSIGNMENTS 

1.  Visit  two  stores  distinctly  different  in  character  and  take 
brief  notes  on  the  impression  made  upon  you  by  the  salespeople. 

Use  this  outline : 

Uniformity  of  dress 

Use  of  color  (if  any) 

Use  of  jewelry 

Tendency  to  extreme  fashions 

Neatness  of  clothing  and  person 

Physical  position  and  action 

Shoes,  if  visible 

Deportment 

2.  Enter  brief  notes  in  outline  form  in  your  notebook,  then 
write  in  the  form  of  a  composition  the  answer  to  this  question : 

If  you  were  the  proprietor  of  a  store,  how  should  you  wish  your 
salespeople  to  look  ? 

Answer  as  fully  as  possible. 


52  A  TEXTBOOK  ON  RETAIL  SELLING 

3.  Ask  your  teacher  how  you  can  improve  your  standing,  walk- 
ing, and  sitting  positions.    If  exercises  are  prescribed,  practice 
them  daily. 

4.  Observe  the  positions    and   motions  of   men   and  women 
everywhere.    Make  sketches,  if  you  can,   showing  violations  of 
any  of  the  points  included  in  the  outlines  on  page  43. 

5.  Explain  in  writing  the  importance  of  the  points  given  in 
these  outlines  and  mention  specifically  the   bearing  of  each  on 
(i)  appearance  and  (2)  health. 

6.  Observe,  if  possible,  uniforms  worn  by  any  of  the  following 
groups  of  workers : 

f  elevator  operators 
In  a  store  :  -I  porters 

(^younger  workers  ("  juniors  ") 
In  a  restaurant :  waitresses 
In  a  hospital  or  dispensary  :  nurses 

Make  a  written  report  of  your  observations  and  comment  on  the 
suitability  of  the  costume  for  the  work  to  be  done  in  each  case. 


CHAPTER  IV 
DIRECTING  CUSTOMERS 

The  economic  principle  of  division  of  labor  is  exemplified 
by  the  specialized  groups  of  employees  in  a  department  store. 
Cashiers  handle  money  from  sales ;  salespeople  sell  mer- 
chandise ;  examiners  inspect  sales  checks  and  wrap  goods ; 
expressmen  deliver  purchases.  In  theory  there  is  no  over- 
lapping of  responsibility  among  the  different  units,  but  in 
actual  practice  one  group  often  shares  some  part  of  the  work 
of  another  group  closely  related  to  it.  This  may  be  due  to 
a  spirit  of  kindness,  as  when  a  cashier,  observing  that  an 
examiner  is  behind  in  her  work,  helps  to  clear  the  desk 
of  parcels  ;  to  the  demands  of  an  emergency  which  might 
necessitate  the  transfer  of  a  stock  boy  to  the  delivery  de- 
partment ;  or  to  a  tacitly  understood  division  of  responsi- 
bility brought  about  by  circumstances.  Such  a  case  is  the 
function  which  customers  thrust  upon  salespeople  in  appeal- 
ing to  them  for  all  sorts  of  information.  It  is  the  duty  of 
floor  managers  to  answer  questions  about  the  store  and  its 
resources,  but  since  many  customers  fail  to  discriminate 
between  an  official  authorized  to  do  a  certain  thing  and  an- 
other person  who  may  or  may  not  serve  the  purpose  equally 
well,  it  often  devolves  upon  salespeople  to  answer  inquiries. 

Influence  of  misdirection.  We  need  only  look  into  our 
own  experience  to  realize  that  although  the  directing  of  cus- 
tomers seems  a  small  matter  in  itself,  it  may  have  important 

53 


54  A  TEXTBOOK  ON  RETAIL  SELLING 

consequences  for  the  business  in  its  influence  on  the  public. 
Careless  or  vague  responses  antagonize  customers,  making 
them  unreasonable  and  hard  to  satisfy ;  many  times  poor 
work  of  this  kind  leads  to  loss  of  patronage.  Entirely  justi- 
fied was  the  annoyance  of  a  customer  who,  wishing  to  look 
at  card  tables,  visited  by  direction  five  different  floors  before 
he  succeeded  in  finding  them.  A  lady  who  desired  a  certain 
kind  of  athletic  cap  was  sent  from  the  street  floor  of  one 
building  to  the  third  floor  of  the  next,  only  to  find  that  she 
had  been  within  a  few  steps  of  the  proper  section  in  the 
first  place,  a  discovery  which  so  vexed  her  that  she  declared 
she  would  leave  the  store  and  buy  the  cap  at  a  sporting- 
goods  specialty  house  rather  than  retrace  her  steps.  Another 
customer,  who  wanted  blackboard  cloth,  was  sent  first  to  the 
black  dress-goods  section  and  then  to  the  fourth  floor,  where 
only  toy  blackboards  were  sold.  Although  the  store  carried 
the  desired  material,  she  became  discouraged  and  left  with- 
out it.  She  was  tired  out  with  searching,  and  the  failure 
of  several  persons  to  direct  her  properly  had  made  her  lose 
confidence  in  all.  Business  is  thus  diverted  from  a  store  to 
its  competitors. 

Learning  the  location  of  merchandise.  Since  the  directing 
of  customers  becomes  inevitably  a  part  of  the  work  of  a 
salesperson,  careful  preparation  should  be  made  for  it.  The 
query  most  frequently  made  concerns  the  location  of  mer- 
chandise, and  therefore  a  detailed  knowledge  of  the  store's 
departments  is  necessary.  A  plan  for  acquiring  this  knowl- 
edge may  be  outlined  as  follows  : 

First,  learn  your  own  department  thoroughly. 
Second,  learn  the  lines  of  merchandise  carried  on  each  floor 
of  the  store. 


DIRECTING  CUSTOMERS  55 

Third,  learn  the  details  of  the  departments  nearest  your  section 
and  of  those  whose  merchandise  is  closely  related  to  yours. 

Fourth,  gradually  master  the  most  important  details  of  all 
departments. 

Learning  the  departments  according  to  this  or  some  other 
scheme  is  by  no  means  an  impossible  task,  and  if  the  labor 
is  undertaken  systematically,  the  fund  of  knowledge  grows 
surprisingly  fast.  The  question  of  time  for  making  such  a 
survey  and  study  naturally  arises.  Each  one  must  needs  plan 
this  out  for  himself,  adopting  the  best  method  under  exist- 
ing conditions,  and  if  the  floor  manager  understands  what  is 
being  attempted,  he  will  be  glad  to  help  accomplish  the  end. 
Salespeople  are  ordinarily  allowed  shopping  time  at  the  be- 
ginning and  end  of  the  day,  and  since  they  do  not  make  pur- 
chases every  day,  this  time  may  frequently  be  utilized  for  a 
study  of  the  store.  By  keeping  their  eyes  open  and  cultivating 
their  powers  of  observation,  they  may  learn  much  as  they  pass 
through  and  go  about  the  store.  In  order  to  gain  familiarity 
with  different  parts  of  the  establishment,  it  is  wise  to  vary 
the  daily  trip  to  and  from  lunch  rooms  and  locker  rooms. 

Those  who  apply  themselves  intelligently  to  the  task  of 
learning  all  about  a  store  will  utilize  the  directory  which,  for 
the  convenience  of  the  public,  is  frequently  placed  near  the 
elevators.  This  alphabetical  list  of  the  merchandise  carried 
by  the  store,  and  its  location,  may  be  easily  studied  while  one 
is  waiting  for  the  car.  Even  more  accessible  are  the  classi- 
fied lists  of  leading  departments,  arranged  according  to 
floors,  sometimes  printed  on  the  back  of  the  sales  checks, 
sometimes  in  the  form  of  a  pamphlet  small  enough  to  be 
inserted  in  the  sales  book.  These  lists  may  be  conveniently 
memorized  at  odd  moments  during  the  day.  If  advantage 


56  A  TEXTBOOK  ON  RETAIL  SELLING 

is  taken  of  these  and  other  simple  opportunities  for  acquiring 
the  needed  information,  mastery  of  the  whole  store  will  be 
gained  with  comparatively  little  effort. 

It  is  advisable  to  form  early  the  habit  of  keeping  certain 
records  in  a  notebook  of  a  size  easily  carried  in  the  pocket. 
For  instance,  a  list  of  the  most  important  articles  carried  in 
a  given  department  may  be  jotted  down  and  reviewed  until 
the  names  of  the  articles  are  perfectly  familiar.  As  oppor- 
tunity is  presented,  similar  lists  may  be  compiled  for  other 
departments  and  learned  after  the  same  manner.  On  dull 
days  and  in  leisure  moments  salespeople  may  drill  each  other 
on  the  location  of  merchandise,  thus  training  themselves  in 
asking  as  well  as  answering  questions. 

Accuracy  and  courtesy  in  giving  directions.  Accuracy, 
then,  may  be  considered  the  first  essential  in  directing  cus- 
tomers, and  the  second  is  courtesy.  A  gracious  manner, 
the  outward  expression  of  a  willing  spirit,  creates  an  atmos- 
phere of  friendliness  which  is  favorable  to  the  transaction 
of  business.  Moreover,  by  answering  a  question  in  the  best 
form  and  manner  a  salesman  may  win  a  new  friend  and  a 
permanent  customer  for  himself,  perhaps  not  on  the  occa- 
sion of  the  inquiry,  but  later,  when  circumstances  bring  the 
inquirer  back  to  that  same  section.  He  has  also  the  satis- 
faction of  knowing  that  he  has  done  his  part  in  developing 
the  day's  business. 

In  giving  directions  it  is  important  to  look  directly  at  the 
customer,  into  the  eyes,  if  possible,  and  to  speak  distinctly 
and  slowly.  The  voice  and  the  face  should  express  interest, 
willingness,  and  pleasure  in  the  service.  A  blank  countenance, 
averted  glance,  and  meager,  mumbled  answer  indicate  a  lack 
of  breeding  and  intelligence. 


DIRECTING  CUSTOMERS  57 

Clearness  essential.  Terms  not  clearly  intelligible  to  per- 
sons unfamiliar*  with  the  store  should  be  explained.  Such 
expressions  as  "the  annex,"  "the  other  building,"  "the 
gray  room,"  "the  balcony,"  "the  mezzanine  floor,"  "the 
new  wing,"  may  be  commonly  current  among  employees 
and  habitual  customers  but  only  add  to  the  confusion  and 
perplexity  of  casual  customers  and  strangers.  Again,  instead 
of  being  enlightened,  customers  are  often  obliged  to  ask 
again  and  again  when  told  to  take  the  "  next  aisle  over  "  or 
to  go  "three  sections  down"  or  "way  down  in  the  back." 
Once  inside  the  store  many  persons  fail  to  distinguish  the 
back  from  the  front ;  they  do  not  know  where  to  begin 
counting  the  aisles  and  sections  and  are  ignorant  of  the 
area  covered  by  a  given  section  or  department.  Even  floor 
managers  sometimes  fail  to  respond  intelligently  or  even 
courteously  when  appealed  to  for  guidance.  One  such  official 
replied  to  a  customer  who  had  asked  for  a  certain  department, 
"  Keep  on  going,"  a  remark  as  curt  as  it  was  unenlightening. 

Thus  clearness  is  the  third  essential  in  the  giving  of 
directions,  and  it  should  be  cultivated  at  all  times.  It  is 
well  to  assume  that  the  person  who  makes  an  inquiry  is 
a  stranger  in  the  store,  for  it  is  better  to  give  too  much 
information  than  not  enough. 

While  most  of  the  questions  asked  by  customers  concern 
the  store,  its  merchandise,  or  its  service,  there  are  always 
some  questions,  usually  from  tourists,  about  the  city.  For 
the  benefit  of  patrons  of  the  store,  as  well  as  for  their  own 
good,  salespeople  should  inform  themselves  as  to  the  best 
way  to  reach  the  city's  most  important  public  buildings, 
places  of  amusement,  stations,  resorts,  parks,  and  other 
places  of  special  interest. 


58  A  TEXTBOOK  ON  RETAIL  SELLING 

QUESTIONS  AND  PROBLEMS- 

1.  Give  examples  from  your  own  experience  as  a  customer, 
illustrating  the  inconvenience  and  unpleasantness  resulting  from 
inaccurate  directions. 

2.  What  lines  of  merchandise  are  usually  found  on  the  street 
floor  of  a  department  store  ?   What  is  the  basis  of  selection  ? 

3.  Why  are  suits,  coats,  and  gowns  ordinarily  placed  above 
the  street  floor? 

4.  What  other  departments  are  usually  found  above  the  street 
floor?    Why? 

5.  WThat  departments  are  most  conspicuous  from  the  main 
entrance  of  two  different  stores  with  which  you  are  familiar? 

6.  Locate  in  these  same  two  stores  the  following  departments  : 


Trunks 

Shoes 

Hardware 

Athletic  goods 

Books 

Men's  furnishings 

Cameras 

Baskets 

Drugs 

Art  embroidery 

Umbrellas 

Sweaters 

Music 

Leather  goods 

Baby  carriages 

Lamps 

Pictures 

Pocket  cutlery 

7 .  What,  besides  shoes,  will  be  found  in  a  shoe  department  ? 
What,  besides  writing  paper,  in  a  stationery  department  ?    What, 
besides  pictures,  in  a  picture  store? 

8.  If  a  salesperson  is  uncertain  about  the  location  of  any 
article  or  line  of  merchandise,  what  should  he  do  when  asked 
about  it  ?    Why  is  it  inadvisable  to  guess  ? 

9.  Give  your  opinion  as  to  the  use  of  gestures  in  directing 
customers  to  different  parts  of  the  store. 

10.  What  is  a  mezzanine  floor?    From  what  language  is  this 
word  taken  ? 

11.  Why  are  the  auditing  and  executive  offices  usually  near  the 
top  of  the  store  building  ? 

12.  Why  is  the  shipping  department  usually  in  the  basement  ? 


DIRECTING  CUSTOMERS  59 

13.  In  what  part  of  the   building  is  the   restaurant  usually 
located,  and  why? 

14.  Imagining  yourself  a  salesperson  in  the  men's  glove  depart- 
ment of  a  certain  store  (name  the  one  that  you  select),  direct  a 
customer  as  clearly  and  concisely  as  possible  to  the  following 
departments : 

a.  Post  office  (in  the  store)  f.  Parcel-checking  desk 

b.  Nearest  public  telephone  g.  Information  bureau 

c.  Waiting  room  h.  Superintendent's  office 

d.  Drinking  fountain  /.  Lost  and  found  office 

e.  Office  for  payment  of  bills  j.  Adjustment  office 

15.  How  are  fire  exits  indicated?    Why  are  they  so  carefully 
marked  ? 

16.  Name  the  public  buildings  in  this  city  for  which  tourists  are 
most  likely  to  ask. 

17.  Make  a  list  of  the  most  popular  resorts,  and  tell  how  they 
may  most  easily  be  reached. 

18.  Make  a  list  of  any  places  of  historical,  educational,  or 
artistic  importance  in  or  near  this  city,  stating  briefly  their  location 
and  why  they  are  of  interest. 

19.  Why  do  customers  so  often  ask  questions  of  salespeople 
rather  than  of  floor  managers  ? 

20.  What  should  be  your  attitude  toward  a  customer  who  seeks 
only  information  ? 

21.  State  fully  what  you  would  do  if  you  overheard  an  employee 
giving  an  inaccurate  direction. 

ASSIGNMENTS 

Record  in  your  notebook  a  study  of  the  general  plan  of  any 
large  store  with  which  you  are  familiar. 

i .  Sketch  the  plan  of  the  street  floor  showing  all  exits  and  entrances, 
elevators,  and  stairways.  Indicate  and  name  the  streets  which  bound 
the  store  and  show,  by  means  of  arrows,  the  position  of  the  store  in 


60  A  TEXTBOOK  ON  RETAIL  SELLING 

relation  to  the  points  of  the  compass.  Indicate  the  exact  location  of 
all  the  departments  on  the  street  floor.  If  you  do  not  understand  how 
to  get  the  right  proportions,  ask  your  teacher  to  help  you.  Use  india 
ink,  if  possible,  for  your  finished  plan. 

2.  State  in  outline  form  what  merchandise  is  carried  or  what  work 
done  on  all  the  other  floors  of  the  store,  or 

3.  Make  a  diagrammatic  cross  section  of  the  main  part  of  the  store, 
indicating  in  some  way  the  activities  of  the  different  levels. 

4.  Misdirection  often  occurs  because  not  enough  care  is  taken  to 
find  out  the  customer's  exact  need.     For  example,  if  lamps  are  asked 
for  it  is  necessary  to  know  what  kind  of.  lamp  is  desired  —  whether 
a  kerosene,  gas,  electric,  or  alcohol  lamp.     Make  similar  subheadings 
for  the  following  articles : 

Screens  Paints 

Curtains  Frames 

Bags  Brushes 

Paper  Pins 

Cards  Scarfs 

Hooks  Trimmings 


CHAPTER  V 
THE  MERCHANDISE 

ITS  CARE,  ARRANGEMENT,  AND  DISPLAY 

The  stock  or  merchandise  of  a  store  represents  the 
investment  of  the  firm's  money  or  its  capital.  If  the  mer- 
chandise is  sold  or  "  turned  "  within  a  reasonable  length  of 
time  at  the  price  originally  set  by  the  buyer  of  the  goods, 
the  investment  ordinarily  yields  a  satisfactory  rate  of  interest 
or  a  good  profit  is  made.  Many  departments  turn  stock, 
or  make  a  turnover,  four  times  a  year,  while  the  stock  of 
some  departments  is  converted  into  money  much  oftener. 
Every  merchant  wishes  to  turn  his  stock  as  often  as  pos- 
sible, because  this  is  a  profitable  way  of  doing  business. 
An  example  may  make  this  point  clearer. 

A  merchandise  "  turnover. "  Suppose  a  dealer  hires  two 
men,  A  and  B,  to  sell  picture  post  cards  in  two  different 
parts  of  the  city.  Each  man,  with  a  stall  and  $50  worth  of 
stock,  starts  business  Monday  morning.  A,  in  a  favorable 
location,  and  of  more  than  average  ability,  sells  out  his  stock 
in  two  days,  and  on  Wednesday  begins  again  with  a  fresh 
line  valued,  as  before,  at  $50.  He  is  again  sold  out  on 
Thursday  night,  and  his  stall  on  Friday  is  stocked  with  a 
third  $50  lot  of  cards,  which  is  sold  out  Saturday.  The 
cards  were  sold  at  a  25  per  cent  gross  profit  to  the  dealer; 
the  weekly  rental  for  the  stall  was  $5  ;  the  salesman  A  was 

61 


62  A  TEXTBOOK  ON  RETAIL  SELLING 

paid  $i  a  day.    At  the  end  of  the  week  the  statement  of 
A's  business  ran  thus : 

Receipts  from  sales  $150  plus  25  per  cent     .     .     .     $187.50 

Expenses 

Investment  in  stock $150.00 

Wages 6.00 

Rent 5.00       161.00 

Net  profit $26.50 

B,  on  the  other  hand,  with  the  same  amount  of  stock  at 
the  outset,  sold  out  only  twice  in  a  week's  time.  Rental, 
wages,  and  gross  profit  were  the  same  as  in  A's  case,  but 
conditions  were  less  favorable  to  business.  On  Saturday 
night  B's  account  stood  thus : 

Receipts  from  sales  $100  plus  25  per  cent     .     .     .  $125.00 

Expenses 

Investment  in  stock $100.00 

Wages 6.00 

Rent 5.00  1 1 1. oo 

Net  profit $14.00 

In  this  situation  it  is  assumed  that  no  stock  was  lost, 
soiled,  stolen,  or  in  any  other  way  rendered  unsalable,  and 
that  there  were  no  extra  expenses,  such  as  repairs  to  the 
stall,  the  installation  of  a  cash  register,  or  the  procuring  of 
a  license.  The  problem  has  been  set  forth  in  its  simplest 
terms  to  show  that  the  turnover  of  stock  effected  three 
times  in  one  week  yields  a  larger  profit  than  if  made  only 
twice.  A  returned  the  dealer  a  profit  of  $26.50  as  against 
$14  turned  in  by  B.  It  is  apparent  that  if  the  dealer  in- 
creased A's  wages  to  $10  or  even  $12  a  week,  A  would 
still  be  making  more  money  for  him  than  B. 


THE  MERCHANDISE  63 

While  the  stock  of  any  one  department  in  a  large  store  is 
seldom  entirely  closed  out,  the  buyer  usually  becomes  alarmed 
unless  it  "moves"  quickly,  and  frequently,  under  such  cir- 
cumstances, deems  it  wise  to  reduce  the  price.  Without  the 
inducement  of  a  low  price,  merchandise  may  remain  so  long 
on  the  shelves  as  to  be  difficult  of  sale,  for  customers  expect 
and  demand  fresh,  new  merchandise,  and  as  long  as  stock  is 
unsold,  it  is  "  dead  "  stock,  bringing  in  no  profit,  occupying 
storage  space,  and  usually  depreciating  in  value. 

There  are  many  possible  explanations  of  slow-moving 
stock.  Three  important  causes  may  be  poor  buying,  poor 
selling,  poor^tocj^keeping.  This  chapter  will  treat  of  the 
salesperson's  responsibility  for  the  care  of  his  stock  and  its 
resulting  salability. 

The  care  of  stock ;  good  housekeeping.  Since  the  details 
of  stock-keeping  vary  greatly  with  the  merchandise,  the  present 
consideration  of  the  subject  must  be  somewhat  general.  In 
the  first  place,  if  stock  is  to  be  kept  clean,  the  immediate  envi- 
ronment must  be  clean,  which  means  that  shelves,  racks, 
drawers,  cases,  boxes,  and  fixtures  should  be  given  frequent 
and  careful  attention.  If  repairs  are  needed  or  any  work  is 
demanded  which  is  not  within  the  province  of  a  salesperson, 
it  should  be  reported  to  the  proper  authority  at  once.  But 
simply  speaking  of  a  needed  bit  of  work  does  not  always  suf- 
fice ;  the  person  reporting  it  should  feel  responsible  for  it  until 
he  sees  it  done.  At  regular  intervals — once  every  week  or  two 
—a  house-cleaning  should  take  place.  Everything  should  be 
removed  from  the  shelves  so  that  the  corners  can  be  cleaned. 
All  waste  paper,  empty  boxes,  old  covers,  and  other  trash 
should  be  cleared  out.  Boxes  should  be  dusted,  top,  bottom, 
and  sides ;  cloth-covered  boxes  may  be  advantageously  wiped 


64  A  TEXTBOOK  ON  RETAIL  SELLING 

with  a  damp  cloth.  Drawers  should  be  removed,  emptied 
of  their  contents,  and  carefully  cleaned.  Merchandise  some- 
times becomes  lodged  behind  and  under  drawers  and  is  prac- 
tically lost  because  the  drawers  are  almost  never  taken  out. 
An  extreme  but  true  instance  of  the  loss  which  may  result 
from  carelessness  in  some  of  these  respects  is  the  following : 

A  saleswoman  was  assigned  to  a  trimming  department 
which  carried  a  great  variety  of  stock,  some  of  it  high-priced. 
The  stock  was  kept  in  boxes  which  were  placed  on  shelves 
running  to  within  a  short  distance  from  the  floor.  As  the 
space  between  the  shelves  was  narrow  and  the  boxes  were 
crowded  closely  together,  the  task  of  cleaning  the  depart 
ment  was  a  troublesome  one  and  none  of  the  salespeople 
cared  to  undertake,  it.  The  new  saleswoman,  however, 
observing  the  untidy  and  neglected  appearance  of  the  section, 
resolved  upon  a  house-cleaning.  Removing  all  the  boxes  from 
the  shelves,  she  collected  from  obscure  corners  and  from  the 
floor  under  the  lowest  shelf  (where  a  yardstick  was  an  effec- 
tive &\\y)Jive  bushel  baskets  full  of  stock  which  had  become 
so  soiled  and  rumpled  that  it  had  to  be  burned.  She  found 
also  five  yards  of  real  ermine  trimming  which  had  been 
walked  over  and  kicked  under  the  counter.  This  trimming 
had  been  valued  at  $7  a  yard.  In  another  place  she  discov- 
ered several  boxes  of  swan's-down  trimming  in  which  mice 
had  nested  and  raised  families. 

In  all  stock  work  it  is  important  to  have  the  right  kind 
of  tools,  and  salespeople  should  endeavor  to  supply  themselves 
with  whatever  may  be  needed  for  the  satisfactory  performance 
of  their  duties. 

Time  for  stock  work.  The  best  time  for  stock  work  is  the 
first  hour  or  two  in  the  morning,  when  there  is  usually  little 
business,  but  rmich  may  be  accomplished  at  odd  moments 


THE  MERCHANDISE  65 

during  the  day ;  in  fact,  a  systematic  stock-keeper  is  able 
to  do  a  great  deal  of  this  necessary  work  right  along  with 
his  selling.  A  salesman  in  the  stationery  department,  for 
example,  keeps  his  stock  constantly  replenished  from  the 
reserve  supply  so  that  he  is  never  "out"  at  a  particularly 
busy  time,  when  delay  would  be  annoying ;  he  is  careful  to 
replace  covers  on  boxes  before  any  confusion  and  mixing  can 
occur ;  and  he  keeps  the  counters  and  cases  orderly  and 
attractive  by  a  few  touches  after  each  sale.  In  this  way  the 
section  never  looks  cluttered,  and  the  stock  is  protected  from 
much  injurious  handling. 

Repairs.  In  garment  departments  salespeople  are  often 
called  upon  to  do  some  sewing.  The  stock,  in  this  case,  should 
be  inspected  every  day  for  needed  repairs.  If  missing  hooks 
and  eyes,  loose  fastenings,  rips,  and  hanging  buttons  are 
given  prompt  attention,  the  work  is  not  burdensome  for  any- 
one; but  if  these  details  are  neglected,  much  trouble  may  be 
caused  the  workroom  at  an  inconvenient  time,  or  a  sale  may 
be  lost  because  the  merchandise  is  not  in  perfect  condition 
when  shown  to  a  customer.  Give  two  possible  reasons  why 
the  customer  returned  the  gown  of  the  following  incident : 

A  $29.50  white  net  dress  had  been  sold  and  was  to  be 
sent  by  special  delivery  from  Boston  to  a  town  in  New  Hamp- 
shire. The  examiner  at  the  desk,  discovering  that  one  part 
of  a  snap  fastener  was  missing  from  the  girdle,  reported  it, 
and  the  dress  was  sent  to  the  workroom,  where  it  remained 
for  fifteen  or  twenty  minutes.  As  the  skirt  was  being  care- 
fully folded  in  the  box,  the  fact  that  it  had  become  soiled 
around  the  bottom  from  dragging  over  the  floor  was  evident. 
The  dress  was  again  sent  away  for  about  twenty  minutes. 
When  it  returned,  slightly  improved  in  appearance,  it  had  a 
strong  odor  of  gasoline.  It  was  hung  in  the  open  window 


66  A  TEXTBOOK  ON  RETAIL  SELLING 

a  few  minutes,  but  the  day  was  damp  and  cloudy  —  con- 
ditions unfavorable  for  the  removal  of  odors.  The  box 
was  sent  to  the  shipping  room  just  before  the  closing  hour 
of  the  store. 

Protection  of  merchandise.  The  care  of  very  delicate 
merchandise  is  always  a  difficult  problem.  Even  though 
space  is  adequate  and  salespeople  are  careful,  it  is  hard  to 
keep  such  stock  immaculate.  Many  precautions  may,  how- 
ever, be  taken,  such  as  a  cheesecloth  binding  around  the 
bottom  of  an  evening  coat  or  gown  and  similar  protection 
for  white  collars  and  cuffs.  Tissue  paper  may  often  be 
used  to  advantage.  Anyone  working  in  a  department  which 
carries  high-priced,  perishable  merchandise  should  devise 
protective  measures  for  safeguarding  it.  It  is  frequently 
advisable  to  place  a  cloth  or  a  piece  of  paper  under  such 
goods  when  showing  it  to  a  customer,  as  in  the  case  of 
light-colored  coats  and  bonnets  for  children  or  beautiful 
silks  and  satins. 

Wrapped  merchandise.  Manufacturers,  realizing  that  clean 
merchandise  sells  twice  as  quickly  as  does  that  of  rather 
doubtful  appearance,  send  out  many  articles  nowadays  in 
"shield"  (or  "sanitary")  packages,  each  article  being  wrapped 
separately  in  tissue  or  oiled  paper  and  sealed.  So  long  as  the 
wrapping  is  unbroken,  customers  may  be  sure  that  the  con- 
tents are  absolutely  fresh  —  a  good  selling  point,  especially 
when  toilet  goods  are  concerned  or  articles  intended  for  little 
children,  such  as  toys  of  rubber  or  celluloid. 

Lost  parts.  A  serious  result  of  careless  stock-keeping  in 
certain  departments  is  the  loss  of  important  parts,  for  ex- 
ample, the  key  to  a  jewel  box,  one  or  two  paints  from  a 
paint  box,  avtool  from  a  tool  chest,  a  dish  from  a  tea  set. 


THE  MERCHANDISE  67 

Those  who  sell  things  which  come  in  sets,  sections,  or  parts 
should  be  as  careful  to  keep  track  of  the  individual  parts  as 
of  the  complete  article.  Customers  are  not  likely  to  be  willing 
to  buy  incomplete  sets,  and  many  times  they  will  not  or 
cannot  wait  until  missing  parts  can  be  replaced.  Moreover, 
it  is  sometimes  impossible  to  procure  duplicate  parts.  Care- 
lessness in  regard  to  this  aspect  of  stock-keeping  is  not  only 
wasteful  but  usually  involves  disappointment  to  customers 
as  well  and  indicates  a  lack  of  competency  which  is  poor 
advertising  for  a  store.  It  is  poor  service,  also,  as  is  illus- 
trated by  the  case  of  a  customer  who  was  about  to  buy  an 
expensive  set  of  imported  building  blocks  when  it  was  dis- 
covered that  the  book  of  illustrations  showing  how  to  use  the 
blocks  had  been  lost.  It  was  the  only  set  of  its  kind  in  the 
store.  Another  customer  was  greatly  disappointed  because 
he  could  not  get  the  game  "  ringtoss "  for  a  Christmas 
present.  There  was  one  set  in  stock,  but  this  one,  it 
appeared,  had  no  stick  —  an  essential  part  of  the  game. 

Handling  merchandise.  The  careful  handling  of  merchan- 
dise by  salespeople  is  of  importance  for  two  reasons : 

1.  When  treated  with  care,  it  is  less  likely  to  become  shopworn 
and  of  lessened  value. 

2.  The  salesperson's  feeling  of   respect   and   regard  for  the 
merchandise,  as  indicated  by  careful  handling,  impresses  the  cus- 
tomer favorably,  inspiring  added  confidence  in  it.    The  fact  that 
a  salesperson  touches  an  article  as  if  it  were  excellent,  valuable, 
or  to  be  admired  makes  a  customer  feel  that  it  is  so  and  increases 
its  desirability  in  his  eyes. 

The  negative  side  of  this  principle  is  well  illustrated  by 
the  average  bargain  table.  The  usual  policy  dictates  that  the 
low-priced  merchandise  piled  upon  the  table  shall  be  allowed 


68  A  TEXTBOOK  ON  RETAIL  SELLING 

to  appear  disorderly  and  unattractive,  and  as  the  tables  are 
frequently  overloaded  with  stock,  the  busy  hands  of  eager 
bargain  hunters  soon  make  of  the  pile  a  disorganized,  al- 
most unrecognizable  mass  through  which  customers  and 
salespeople  alike  pull,  twist,  and  strain  the  merchandise  in 
their  search  for  the "  best  values."  Rare,  indeed,  is  the 
customer  who  treats  such  stock  with  respect,  for  it  does 
not  command  respect. 

Stock-keeping  and  salesmanship.  A  writer  in  the  Pub- 
lishers Weekly  relates  an  incident  which  is  quoted  in  full 
because  it  brings  out  clearly  how  appearance  of  the  stock 
and  the  way  it  is  handled  may  be  deciding  factors  in  a  sale. 

A  man  was  overheard  discussing  his  quest  for  an  umbrella. 
He  said  he  had  gone  into  a  shop  that  had  always  been 
regarded  as  a  foremost  retail  establishment  for  this  line  of 
merchandise,  and  after  selecting  a  silk  umbrella  of  high 
price,  he  turned  his  attention  to  an  examination  of  the  han- 
dles. But  every  handle  in  the  establishment  was  cheap  — 
so  cheap  in  appearance  that  he  had  gone  out  without  making 
a  purchase  at  all,  giving  the  excuse  that  he  would  first  find 
out  whether  the  man  for  whom  he  intended  the  umbrella 
really  needed  one.  As  a  matter  of  fact,  however,  this  man 
wanted  the  umbrella  himself. 

He  then  went  to  another  establishment  —  a  very  small 
shop  farther  down  the  street  —  and  had  found  just  what  he 
wanted.  The  handle^  were  so  much  more  attractive,  he  said, 
that  he  could  not  understand  why  the  large  establishment, 
with  only  cheap  handles,  had  a  so  much  greater  reputation 
than  the  small  one,  which  appeared  to  have  only  fine  handles, 
whether  for  high-price,  medium-price,  or  low-price  umbrellas. 

But  the  explanation  which  the  umbrella  purchaser  sought 
might  have  been  supplied  by  the  man  who  overheard  him.    . 
The  facts  in  the  case  were  that  the  large  shop  carried  stock 


ffi       <u 

" 


*    "8 

§    H 

H-*  *r* 


69 


THE  MERCHANDISE  71 

far  superior  to  that  of  the  small  one,  but  its  manner  of 
serving  its  goods  was  at  fault. 

In  the  large  establishment  the  handles  were  thrown  any 
way  at  all  into  large  rough  drawers.  To  pull  open  one  of 
these  drawers  was  to  expose  a  mass  of  merchandise  that 
appeared  cheap,  primarily  because  it  was  kept  in  an  order 
that  seemed  to  certify  to  its  cheapness.  In  the  small  shop 
the  handles  were  all  nicely  placed  on  slabs  covered  with 
cloth,  each  handle  fitted  snugly  into  a  little  strap  pocket, 
and  the  wooden  part  of  the  handles  was  wrapped  about 
with  tissue  paper.  If  this  entire  stock  had  cost  only  a  few 
dollars,  still  any  ordinary  man  seeing  the  manner  in  which 
it  was  displayed  and  cared  for  would  instinctively  believe 
that  the  handles  were  costly  merchandise. 

Customers'  carelessness.  In  spite  of  great  care  and  con- 
sideration on  the  part  of  salespeople,  stock  may  become 
soiled  and  injured  through  carelessness  of  customers  who 
handle  it  roughly  or,  touching  it  with  soiled  gloves,  leave  a 
mark  or  stain  not  easily  removed.  Such  unfortunate  mis- 
haps are  likely  to  occur  when  white  merchandise  is  being 
shown  —  white  shoes,  for  instance,  or  suits  or  fine  leather 
goods.  A  tactful  salesperson  foreseeing  the  danger  may  be 
able  to  avert  it  by  requesting  a  customer  to  remove  her 
gloves  or  to  exercise  care  in  the  handling  of  this  or  that 
article,  but  judgment  as  well  as  tact  is  needed  in  such  a  case, 
and  many  times  nothing  can  be  done.  It  may  be  possible, 
however,  to  restore  a  slightly  damaged  piece  of  merchandise 
by  very  simple  means.  Dampening  and  pressing  are  often 
beneficial.  A  soft  eraser  may  sometimes  be  used  with  good 
effect  on  a  hard  surface.  French  chalk,  gasoline,  and  ether 
may  be  helpful.  The  use  of  these  and  other  cleansing 
agents  should  be  understood. 


72  A  TEXTBOOK  ON  RETAIL  SELLING 

Systematic  arrangement  of  stock.  Another  important 
division  of  stock-keeping  is  the  arrangement  of  the  mer- 
chandise in  a  given  department  according  to  some  definite 
scheme  of  classification.  Until  a  salesperson  has  learned  the 
plan  in  operation  for  his  special  stock,  he  will  be  of  little 
use,  for  he  will  be  unable  to  find  whatever  may  be  desired. 
The  following  incident  is  a  further  quotation  from  the 
article  mentioned  on  page  68  : 

One  of  the  largest  department  stores  of  a  big  city  was 
visited  some  weeks  ago  by  a  woman  who  wished  to  purchase 
some  belting.  The  belting  was  kept  in  a  department  of  its 
own,  in  a  little  square  of  counters,  but  the  girl  in  charge 
seemed  to  be  ignorant  of  the  whereabouts  of  her  stock, 
which  was  packed  in  a  lot  of  miscellaneous  boxes  not 
properly  or  sufficiently  marked.  The  woman  waited  five 
minutes,  while  the  girl  plowed  indifferently  through  six  or 
eight  pasteboard  boxes,  and  then  excused  herself  with  a 
"  Never  mind  "  and  went  several  doors  above  to  a  small- 
sized  retail  store  handling  exclusively  dress  accessories. 

Immediately  upon  inquiring  for  belting,  the  customer  was 
shown  a  glass  case  in  which  the  belts  were  kept  in  as  attrac- 
tive order  as  the  most  delicately  colored  ribbon,  and  here  she 
bought  what  she  wanted,  although  she  knew  the  price 
paid  for  it  was  from  10  to  20  per  c\}t  higher  than  that  for 
which  she  could  have  obtained  the  same  article  at  the  depart- 
ment store.  When  a  customer  goes  into  an  establishment 
and  asks  for  an  article  of  merchandise,  and  the  salesman 
begins  to  rummage  about  a  lot  of  truck  off  somewhere  in  a  . 
corner,  the  patron  very  naturally  is  brought  to  believe  that 
if  he  does  get  what  he  is  after  it  will  be  some  discarded 
merchandise  with  which  the  merchant  has  been  "  stuck." 

Whatever  other  advantages  it  may  possess,  the  arrange- 
ment of  stock  should  be  convenient — -neither  too  high  nor 


THE  MERCHANDISE  73 

too  low,  too  outspread  nor  too  condensed,  too  detailed  nor  too 
general.  Garments  for  adults  are  usually  arranged  according 
to  size,  after  which  they  may  be  further  sorted  and  arranged 
according  to  color.  Material  may  form  a  third  basis  of  di- 
vision. Many  articles  included  under  the  heading  of  chil- 
dren's wear  are  graded  according  to  age.  Handkerchiefs  and 
neckwear  are  classified  on  the  basis  of  price  and  style,  while 
the  source  of  supply,  whether  foreign  or  domestic,  is  one  of 
the  leading  divisions  in  the  disposition  of  underwear.  Laces 
are  arranged  according  to  kind  and  workmanship  —  hand- 
made or  machine-made,  or  real  and  imitation.  Books  are 
classified  according  to  their  authors,  publishers,  or  subjects. 
Whatever  the  basis  of  classification,  salespeople  should  be 
thoroughly  familiar  with  it  and  able  to  explain  its  distinc- 
tions to  customers ;  they  should  be  able  to  turn  unerringly 
to  the  right  spot  when  any  article  is  called  for ;  and,  per- 
haps most  important  of  all,  they  should  be  so  well  acquainted 
with  the  movement  of  the  various  lines  of  stock  as  almost 
automatically  to  report  to  the  buyer  in  plenty  of  time  for 
re-orders.  Responsibility  for  full  lines  is  often  intrusted  to 
a  head  salesperson,  known  as  head  of  stock,  but  the  work 
is  better  done  and  more  likely  to  be  free  from  serious 
omissions  and  errors  if  the  subordinate  workers  do  their 
full  part.  By  such  cooperation  salespeople  learn  many 
things,  increase  their  value  to  the  buyer,  and  place  them- 
selves in  line  for  promotion. 

Results  of  poor  stock-keeping.  Careless  treatment  and 
neglect  of  stock  give  rise  to  many  a  mark-down  sale,  with  the 
attendant  disadvantage  of  reduced  profit  if  not  actual  loss ; 
the  frequent  repetition  of  such  sales  lowers  the  standing  of 
a  store  in  a  community,  and  employees  whose  poor  work 


74  A  TEXTBOOK  ON  RETAIL  SELLING 

has  produced  such  adverse  results  cannot  expect  to  rise  in 
position  —  if,  indeed,  their  services  are  retained. 

Display  of  merchandise.  The  display  of  merchandise  in 
street  windows  and  in  conspicuous  places  within  the  store  is 
the  work  of  specialists  associated  with  the  advertising  depart- 
ment, but  the  separate  department  displays  are  very  gener- 
ally the  work  of  salespeople.  It  is  a  pleasant  and  interesting 
task  to  arrange  attractive  new  merchandise  in  a  case,  on  a 
counter,  a  table,  or  a  reel ;  yet  this  attempt  to  gain  the  favor- 
able attention  of  the  public  is  often  largely  unavailing  because 
of  a  lack  of  intelligence,  care,  or  taste  on  the  part  of  those 
who  are  responsible  for  the  display.  Only  a  few  general 
principles  can  be  stated  here : 

1.  The  environment  should  be  clean. 

2.  A  suitable  and  effective  background  should  be  chosen. 

A  trade  journal  commenting  upon  the  need  of  judgment 
and  taste  in  this  matter  referred  to  a  window  background 
cleverly  painted  to  represent  a  country  scene.  A  pictur- 
esque little  bungalow  was  shown,  with  a  stone  wall  in  the 
foreground  and  blue  hills  in  the  distance.  All  the  window 
space  was  given  over  to  a  display  of  corsets.  The  purpose 
of  the  display  was  utterly  defeated  by  this  absurd  combina- 
tion, which  could  evoke  nothing  but  mirth  and  ridicule. 
In  another  window  —  whose  background  portrayed  rolling, 
green  golf  links — washing  machines,  clotheshorses,  granite 
kitchenware,  and  coat  hangers  were  displayed.  "  To  the 
frivolous  mind  the  scene  suggested  moving  day  "  the  writer 
humorously  remarked. 

Plain  backgrounds  are,  however,  much  more  commonly 
used  than  painted  scenes. 

3.  Supports  and  foundations  not  intended  to  be  visible  should 
be  covered  with  concealing  material. 


THE  MERCHANDISE  75 

Pink  crepe  paper  neatly  fitted  over  a  large  wooden  box 
in  a  display  window  was  not  thick  enough  to  hide  a  repre- 
sentation of  a  glass  preserve  jar  on  the  end  of  the  box 
and  the  boldly  lettered  name  of  a  well-known  manufacturer 
of  preserve  jars. 

4.  Garments  placed  on  forms  should  be  free  from  wrinkles  and 
placed  evenly.    If  the  material  of  the  waist  or  gown  displayed  is 
sheer  or  of  delicate  color,  the  form  should  be  covered  with  white 
cloth   or  tissue  paper.    The  form  should  also  be   fully  dressed. 
A  figure  in  a  petticoat  only  was  once  seen  in  a  window. 

5.  Articles  to  be  displayed  should  be  scrutinized  for  imperfec- 
tions and  for  a  lack  of  cleanliness  or  freshness. 

A  minor  defect  such  as  a  missing  button,  tiny  spot  or 
break,  streak  of  dust,  faded  portion,  visible  basting  threads, 
or  uneven  joining  may  catch  and  hold  a  customer's  atten- 
tion and  exert  an  unfavorable  influence. 

6.  Articles  should  be  suitably  and  reasonably  placed. 

An  inverted  parasol  with  a  sweater  thrown  over  the  side 
and  a  large  hat  placed  on  the  handle  had  an  unpleasant 
and  disturbing  effect  upon  the  observer.  Heavy  rugs 
draped  back  from  the  sides  of  a  window  like  drapery  cur- 
tains are  unattractive  because  incongruous. 

7.  It  is  often  desirable  to  show  with  a  certain  line  of  stock, 
merchandise  closely  related  to  it.    For  example,  linen  and  silver- 
ware go  well  together,  as  do  stationery  and  desk  sets,  wall  papers 
and  draperies.    When  merchandise  is  thus  displayed  in  combination, 
great  care  should  be  taken  to  have  the  combinations  appropriate. 

This  principle  of  suitability  was  violated  in  a  window  in 
which  boxes  of  writing-paper  were  shown  with  meat  choppers. 
The  floor  of  another  window  was  completely  covered  with 
salted  peanuts  still  retaining  their  dull-red  papery  skins. 
At  regular  intervals  the  surface  of  this  peanut  carpet  was 


76  A  TEXTBOOK  ON  RETAIL  SELLING 

broken  by  tall  glass  vases  containing  artificial  American 
Beauty  roses.  A  window  so  arranged  is  not  likely  to  attract 
customers  to  the  inside  of  the  store. 

8.  Harmonious  color  combinations  are  of  great  importance. 

The  effect  of  a  display  was  greatly  marred  by  three 
sweaters  of  different  colors  —  salmon,  cerise,  and  turquoise 
blue  —  placed  side  by  side  in  a  window.  The  unfortunate 
assembling  of  vivid  colors  in  close  proximity  made  the 
garments  and  everything  near  them  objectionable. 

9.  Price  marks  are  usually  not  removed  from  articles,  but  are 
made  as  inconspicuous  as  possible  by  being  tucked  out  of  sight 
or  covered  in  some  way. 

10.  A  "  center  of  interest"  should  be  established.    Usually  an 
article  to  which  such  prominence  is  given  is  larger  than  other 
articles  in  the  display,  or  of  different  shape,  or  of  noticeable  color. 
The  character  of  the  center  of  interest  influences  all  other  ele- 
ments of  the  display,  and  they  should  be  subordinated  to  it. 

11.  To  be  interesting,  a  display  must  present  variety  in  form, 
color,  or  line,  or  possibly  in  all  three  of  these  respects. 

For  example,  it  is  difficult  to  arrange  a  window  of  just 
plates,  handkerchiefs,  towels,  or  books  without  producing  a 
monotonous  effect.  Variety  must  be  introduced  in  some  way. 

12.  Certain  principles  of  design  should  be  studied  and  applied. 
The  following  are  important : l 

Spacing:  the  harmonious  distribution  of  forms  in  a 
given  space. 

There  should  be  no  effect  of  crowding,  neither  should  there 
be  large,  bare  areas. 

Proportion :  the  harmonious  relation  of  the  different 
parts  of  a  composition. 

1  Definitions  from  "The  Principles  of  Design,"  by  George  Woolliscroft 
Rhead.    B.  T.  Batsford,  London. 


A  WELL-ARRANGED  CASE 


A   POORLY  ARRANGED  CASE 


79 


THE  MERCHANDISE  8 1 

This  is  especially  important  in  connection  with  the  relative 
sizes  of  articles  displayed.  Ordinarily  an  extremely  large  object 
and  a  very  small  object  do  not  look  well  together,  and  the  ob- 
server is  more  conscious  of  the  incongruity  of  such  combinations 
than  of  the  attractiveness  of  the  articles. 

Balance :  the  impression  of  similar  harmony  in  the  arrange- 
ment of  dissimilar  forms. 

Anyone  can  easily  demonstrate  this  principle  by  arranging 
books,  or  buttons,  or  even  pieces  of  paper,  of  different  sizes. 
Test  the  balance  by  imagining  a  line  drawn  vertically  through 
the  design,  as  the  carefully  planned  arrangement  may  be  called. 
It  is  not  necessary  that  the  two  sides  be  precisely  alike,  in  order 
to  be  balanced,  but  there  should  be  an  effect  of  equalization 
of  weight. 

Unity:  coherence  and  completeness  of  form  and  idea 
and  cooperation  of  all  the  parts  of  a  piece  of  ornament  or 
decorative  design. 

To  be  unified,  a  display  must  be  orderly,  well-spaced  and 
proportioned,  and  judgment  must  be  shown  in  the  selection  and 
treatment  of  the  material  to  be  displayed.  The  student  will  gain 
a  standard  by  which  to  judge  the  unity  of  displays  by  analyzing 
windows  considered  good  by  qualified  persons. 

Contrast :  both  in  form  and  color  the  effect  produced  by 
the  juxtaposition  of  two  opposing  elements,  as  the  straight  line 
to  the  circle,  light  to  shade,  plain  spaces  to  those  ornamented. 

This  is  often  brought  out  in  displays  by  the  use  of  color, 
a  striking  example  being  the  recent  vogue  for  black  and  white. 

QUESTIONS  AND  PROBLEMS 

1.  Explain  by  means  of  an  example  the  difference  between 
gross  profit  and  net  profit. 

2.  Would  a  turnover  of  merchandise  be  likely  to  occur  more 
often  in  dress  goods  or  suits  ?  groceries  or  hardware  ?  shoes  or 
hats  ?    Give  a  reason  for  your  answer  in  each  case. 


82  A  TEXTBOOK  ON  RETAIL  SELLING 

3.  Why  is  it  important  that  every  piece  of  merchandise  should 
have  its  own  clearly  marked  price  tag  ?  Answer  from  three  stand- 
points :  that  of  (i)  the  customer,  (2)  the  salesperson,  (3)  the  system. 

4.  Why  is   it  bad   stock-keeping  to   allow  waste  paper  and 
boxes  to  collect  in  drawers  and  on  shelves?    In  what  way  may 
such  neglect  prove  dangerous  ? 

5.  What  are   the  advantages  and  disadvantages  of  using  a 
feather  duster? 

6.  Why  is  it  important  that  boxes  and  their  proper  covers  be 
kept  together  ? 

7.  When  you  open  a  box  to  display  its  contents  what  disposi- 
tion do  you  make  of  the  cover,  and  why  ? 

8.  In  caring  for  what  lines  of  stock  is  a  whisk  broom  use- 
.ful  ?  thread  and  needles  ?   a  hammer  ?  a  small  pair  of  bellows  ? 
a  polishing  cloth  ?    a  pair  of  scissors  ? 

9.  How  may  the  glass  of  a  show  case  be  most  easily  and 
quickly  cleaned  and  polished  ? 

10.  Explain  the  relation  of  clean  hands  to  good  stock-keeping. 
Why  is  it  difficult  to  keep  one's  hands  clean  in  a  store,  and  what 
can  be  done  about  it  ? 

11.  What  special  points  should  be  emphasized  in  the  care  of 
jewelry  ?  glass  ?  talking-machine  records  ? 

12.  Comment  on  the  policy  ordinarily  pursued  in  regard  to 
bargain  tables.    Why  is  so  much  stock  placed  on  the  tables  at 
once  ?    WThy  is  it  allowed  to  become  disorderly  and  to  remain  so  ? 

13.  Outline  what  seems  to  you  a  good  plan  for  effecting  the 
quick  sale  of  bargain  merchandise  without  undue  disorder  and 
confusion. 

14.  Explain  the  way  in  which  a  coat  should  be  shown  by  a  sales- 
person in  order  that  it  may  be  handled  as  little  and  as  delicately 
as  possible.   Do  the  same  for  a  hat ;  an  unframed  picture  ;  a  book  ; 
a  gold  watch  ;  a  traveling  bag ;  satin  slippers. 

15.  Tell  in  detail  just  what  you  would  do  if  asked  to  prepare 
a  lot  of  boys'  wash  suits  for  window  display. 


THE  MERCHANDISE  83 

16.  Discuss  both  sides  of  this  question:    Should  stock  shown 
to  one  customer  be  replaced  before  another  customer  is  served? 

17.  Infants'  white  silk  bonnets  with  ribbon  ties  are  to  be  so 
arranged   in  a  drawer  as  not  to  be  crushed   or  creased.    They 
must  be  kept  free  from  dust.     How  would  you  protect  them? 

18.  What  merchandise  on  display  in  a  store  have  you  seen 
protected  by  a  sign  "Please  do  not  handle"?    What  would  have 
been  the  probable  result  of  handling  ? 

19.  What  is  "shopworn"  stock,  and  how  is  such  a  condition 
brought  about  ? 

20.  After  stock  has  been  shown  and  the  selection  has  been 
made,  why  is  it  advisable  to  replace  the  unsold  merchandise  as 
soon  as  possible  ?    Give  three  reasons. 

21.  In  what  way  may  the  mismatching  of  suits,  for  example, 
a  coat  of  a  36  suit  with  a  skirt  of  a  38,  be  disastrous  ? 

22.  In  some  stores  suits  are  arranged  in  sections  according 
to  price.    Discuss  the  pros  and  cons  of  this  arrangement. 

23.  Show  the  relation  of  neglect  of  stock  to  lessened  profits. 

24.  For  what  other  reasons,  besides  the  sale  of  shopworn  or 
damaged  stock,  are  mark-down  or  special  sales  held  ? 

25.  In  what  different  ways  may  ribbons  be  classified  ? 

26.  What  is  the  simplest  way  to  classify  a  stock  of  initialed 
stationery  ? 

27.  How   would   you   classify  a   stock  of    postal  cards   from 
foreign  countries  ?    a  stock  of  Christmas  cards  ? 

28.  Name  three  lines  of  merchandise  in  which  color  is  an  im- 
portant factor  in  arrangement. 

29.  How  is  separate,   sanitary  wrapping  of   articles  likely  to 
affect  their  price  ?    Compare  the  prices  of  ten  articles  of  food  sold 
in  packages  with  that  of  the  same  commodities  sold  in  bulk. 

30.  How  does  careful  stock-keeping  help  a  salesperson  to  have 
a  good  book  ? 

31.  How  is  good  stock-keeping  advantageous  to  (i)  the  sales- 
person ?  (2)  the  customer  ?  (3)  the  -store  ? 


84  A  TEXTBOOK  ON  RETAIL  SELLING 

32.  Study  window   displays  during   the    next  week   and  note 
any  defects  which  you  observe  in  displays  of  garments.     Look  for 
dust,  wrinkles,  missing  or  improperly  fastened  hooks  or  buttons. 

33.  State  what  defects  in  merchandise  might  be  revealed  by  a 
careful  inspection  of  a  stock  of 

Mechanical  toys  Fishing  tackle 

China  Sweaters 

34.  Tell  how  variety  may  be  obtained  in  a  display  of 

Canned  goods  Books 

Ribbons  Flags 

Handkerchiefs  Sheet  music 

35.  Why  are  prices  usually  not  visible  on  goods  which  are  on 
display?    Answer  from  (i)  the  artistic  standpoint  and  (2)  the 
business  standpoint. 

36.  What  is  a  T  stand  ?    Describe  its  various  uses. 

37.  Name  merchandise  which  might  appropriately  be  displayed 
in  combination  with 

Golf  balls  Skates 

Framed  pictures  Garden  tools 

Silk  sweaters  Sofa  pillows 

Hospital  supplies  Clocks 

Steamer  rugs  Rifles 

ASSIGNMENTS 

1.  Visit  in  any  large  store  four  of  the  departments  listed 
below  (specialty  houses  may  be  visited,  if  preferred).  Note  every 
evidence  of  careful  treatment  of  stock.  Note  also  any  neglect  or 
carelessness  which  might  have  an  injurious  effect  upon  the  mer- 
chandise. Write  detailed  observations  in  the  form  of  a  composition. 

Furniture  Silverware 

Evening  gowns  Musical  instruments 

Confectionery  Rugs  and  carpets 

Electrical  appliances  Office  supplies 


THE  MERCHANDISE  85 

2.  Sketch,  if  possible,  or  describe  in  words  a  display  of  mer- 
chandise in  one  of  the  sections  visited.    Criticize  it  fully,  giving 
good  and  poor  points. 

3.  Study  and  write  a  report  on  the  windows  of  a  bakery  or  a 
provision  store,  noting  changes  you  would  make  in  each  case  if 
you  were  the  proprietor. 

4.  Study  the  windows  of  the  store  or  shop  whose  displays  you 
consider  the  most  effective  or  most  beautiful  in  this  city.    Write  a 
careful  description  of  one  or  more  of  the  windows,  with  comment 
on  the  following  points : 

a.  Center  of  interest 

b.  Background 

c.  Color  scheme 

d.  Spacing  of  articles 

e.  Suitability  of  combinations 

f.  Proportion 

g.  Impression  of  unity 
h.  Balance 

/.  Attracting  power 

j.  Cleanliness  of  window,  floor,  background,  and  merchandise 

5.  Make  a  written    comparison   of   the  displays  pictured  on 
pages  78  and  79,  using  points  a,  d,  f,  g,  and  h  as  a  basis. 

6.  Explain  in  writing  the  old  saying  "A- nimble  sixpence  is 
better  than  a  slow  shilling."    Try  to  work  it  out  on  a  practical 
business  basis  with  the  investment  of  a  $5  capital. 


CHAPTER  VI 
APPROACHING  CUSTOMERS  AND  STARTING  SALES 

Expression  of  store  policy.  Owners  and  managers  of 
large  city  stores,  unlike  the  proprietors  of  country  stores, 
seldom  meet  their  patrons  personally,  and  therefore  have 
little  opportunity  for  establishing  that  friendly  relationship 
with  customers  which  counts  immeasurably  in  developing  a 
spirit  of  goodwill  toward  the  business.  To  make  up  for  the 
lack  of  this  personal  touch,  recourse  is  had  to  various 
methods  of  informing  the  public  as  to  the  ideals,  policies, 
and  practice  of  a  firm.  The  principles  in  accordance  with 
which  a  store  is  conducted  are  sometimes  set  forth  in  print, 
as  in  a  booklet  issued  by  a  Western  store  in  which  this 
comprehensive  purpose  is  announced  : 

To  do  the  right  thing  at  the  right  time  in  the  right  way ; 
to  do  some  things  better  than  they  were  ever  done  before ; 
to  eliminate  errors ;  to  know  both  sides  of  a  question ;  to  be 
courteous ;  to  be  an  example ;  to  work  for  the  love  of  the 
work  ;  to  anticipate  requirements ;  to  develop  resources  ;  to 
recognize  no  impediments ;  to  master  circumstances ;  to  act 
from  reason  rather  than  rule ;  to  be  satisfied  with  nothing 
short  of  perfection. 

A  Boston  store  has  inscribed  in  letters  of  gold  on  the 
wall :  "  The  ornament  of  a  house  is  the  friends  that  frequent 
it"  ;  and  on  the  back  of  the  sales  check  used  by  this  store, 
these  "  fundamentals  "  of  management  are  announced  : 

86 


APPROACHING  CUSTOMERS  87 

To  have,  always,  the  merchandise  the  public  wants  at  the 
time  the  public  wants  it. 

To  sell  only  merchandise  that  is  dependable  as  to  quality 
of  material,  fastness  of  color,  of  the  highest  standard  as  to 
style,  fit,  and  workmanship,  and  correctly  marked  as  to  size. 

To  print  no  exaggeration,  misleading  statements,  or  half- 
truths  under  any  circumstances. 

Another  form  of  message  to  the  public  may  set  forth  a 
specific  fact  of  a  practical  nature.  The  amusingly  ambiguous 
sign  in  a  certain  shoe  store :  "  Every  man,  woman,  and 
child  can  have  a  fit  in  this  store,"  and  the  unnecessarily 
brusque  notice  in  a  crowded  downtown  restaurant :  "  Patrons 
will  confer  a  favor  on  the  management  by  not  loitering," 
would  be  more  effective  if  more  carefully  worded. 

Signs,  slogans,  mottoes,  and  printed  slips  mailed  with 
bills  and  tucked  into  bundles  are  undoubtedly  of  value  in 
impressing  those  who  notice  them  and  take  the  trouble  to 
read  them,  but  many  pass  such  things  by  without  a  glance. 
In  the  last  analysis,  that  which  expresses  the  spirit  of  the 
management  in  unmistakable  terms  is  the  store,  its  appear- 
ance, its  physical  conditions,  its  merchandise,  its  service,  and 
above  all  the  character  of  its  salespeople,  for  it  is  they  who 
represent  the  firm  in  the  daily  transactions  over  the  counter. 

First  impressions.  Upon  entering  a  store  a  person  may 
not  be  fully  conscious  of  any  of  the  elements  which  go  to 
make  up  his  impression  of  it,  yet  he  is  affected  by  them, 
and  his  reaction  to  these  influences  may  have  a  powerful 
effect  for  good  or  ill  on  any  business  which  he  intends 
to  transact.  For  example,  a  man  sensitive  to  impure  air 
would  wish  to  leave  a  poorly  ventilated  store  as  soon  as 
possible,  and  only  exceptional  service  or  merchandise  would 


88  A  TEXTBOOK  ON  RETAIL  SELLING 

induce  him  to  attempt  to  do  business  there.  He  would  talk 
about  the  store's  objectionable  system  of  ventilation  and 
would  keep  others  from  visiting  a  store  which  he  considered 
unhygienic. 

A  brusque  answer  from  an  uncivil  floor  manager ;  a 
mortifying  stumble  over  misplaced  stock  ;  gum-chewing  em- 
ployees ;  a  jolting,  jarring,  noisy  trip  in  an  elevator ;  half- 
hearted, unintelligent  service  from  salespeople  —  these  and 
many  other  factors  less  easy  to  state  concretely  may  have 
everything  to  do  with  a  person's  feeling  toward  a  store. 
A  psychologist  comments  on  this  point  as  follows  : 

If  you  get  a  good  entering  impression  you  are  in  a  buoy- 
ant frame  of  mind,  your  mind  is  on  the  pleasant  aspects  of 
things,  and  you  are  ready  to  notice  the  pleasant  points  as  you 
go  along,  entirely  ignoring  the  unpleasant.  Whereas,  if  you 
get  a  bad  start  you  will  feel  irritable,  and  nothing  will  suit 
you.  You  will  see  every  defect,  and  you  will  distort  and  not 
like  even  the  agreeable  things.  The  whole  tone  of  the  store 
is  apt  to  be  determined  for  you  by  your  first  impression. 

Since,  then,  first  impressions  are  so  important  in  creating 
in  customers  a  mental  attitude  which  is  favorable  or  unfavor- 
able to  the  transaction  of  business,  the  salesperson's  initial 
contact,  or  the  approach,  must  be  considered. 

Persons  whom  we  meet  for  the  first  time  —  in  church,  at 
social  affairs,  in  school,  or  in  business,  anywhere,  in  fact  — 
affect  us  in  one  of  three  ways:  (i)  they  attract;  (2)  they 
repel ;  (3)  or  they  make  a  neutral  impression  on  us,  this  last 
resulting  in  indifference  on  our  part.  This  analysis  holds 
true  for  the  relation  of  customers  to  salespeople,  and  it  is 
clearly  desirable  that  the  meeting  of  these  two  essential  factors 
in  every  sale  shall  result  in  the  attraction  of  customers. 


APPROACHING  CUSTOMERS  89 

What  are  the  qualities  which  attract  and  win  friends  ?  It 
has  been  well  said  that  "  the  way  to  have  a  friend  is  to 
be  one,"  or,  applied  to  salesmanship,  the  way  to  make  cus- 
tomers friendly  is  to  show  a  spirit  of  friendliness  toward 
them.  As  a  salesman  approaches  a  customer  he  gives  evi- 
d'ence  of  this  spirit  by  certain  outward  signs :  a  quick  forward 
step ;  a  slight  nod  or  bow ;  a  smile,  or  at  least  a  friendly, 
encouraging  expression ;  often  a  word  of  greeting.  A  per- 
sonal connection  is  thus  made  and  the  way  opened  for 
formal  business. 

Approaching  customers.  Opinions  differ  as  to  the  best 
manner  of  approaching  customers,  and  the  approach  must,  of 
course,  vary  according  to  conditions.  For  example,  a  spacious 
suit  department  affords  greater  opportunity  for  a  gracious  ap- 
proach, perhaps  necessitates  the  exercise  of  more  judgment, 
the  possession  of  more  poise,  than  a  small,  compact  small- 
wares  section.  But  whatever  the  situation,  the  greeting  of 
the  salesman  should  unmistakably  express  welcome  and  a 
willingness  to  serve,  and  his  attitude  should  be  such  that 
the  customer,  whatever  his  circumstances,  will  feel  at  ease. 

Some  customers  like  to  be  met  with  a  courteous  "  Good 
morning,"  while  others  object  to  this  greeting  on  the  ground 
that  a  store  is  not  the  place  for  even  this  slight  social 
interchange.  Another  moot  question  concerns  the  use  of 
"  madam "  in  addressing  a  customer.  Those  who  argue 
against  it  contend  that  "  madam  "  is  a  title  and,  as  such, 
is  incongruous  in  a  democracy ;  that  it  has  a  pretentious 
sound ;  that  it  is  superfluous.  Those  who  favor  it  think  it 
adds  dignity  and  finish  to  the  words  it  adjoins,  and  they 
further  maintain  that  good  form  demands  the  use  of  this 
expression  when  a  customer's  name  is  not  known. 


90  A  TEXTBOOK  ON  RETAIL  SELLING 

Remembering  customers'  names.  Addressing  a  customer 
by  name,  when  this  is  known,  seems  to  be  almost  univer- 
sally acceptable.  It  is  pleasant  to  be  remembered,  to  feel 
that  we  have  impressed  ourselves  as  interesting,  reasonable, 
sympathetic,  or  in  some  way  worthy  of  recollection.  Some- 
thing complimentary  seems  to  be  implied,  and  the  friendly 
relation  between  customer  and  salesman  is  strengthened  by 
this  personal  recognition.  Salespeople  who  appreciate  the 
value  of  being  able  to  identify  customers  make  a  practice  of 
memorizing  names  and  train  themselves  to  associate  names 
and  faces.  A  successful  saleswoman  of  coats  describes  her 
method  as  follows : 

I  have  a  small  memorandum  book  with  each  page  dated. 
I  put  down  my  customer's  name,  address,  telephone  number, 
and  size  the  day  I  make  her  acquaintance.  I  make  it  my 
business  to  remember  not  only  her  name  but  also  her  address. 
My  customers  feel  that  I  am  genuinely  interested  in  them 
when  I  remember  their  names,  and  they  always  seem  pleased 
when  I  say,  "Same  address,  Mrs.  L.?"  They  sometimes 
give  me  credit  for  a  better  memory  than  I  have,  but  it  takes 
only  a  minute  to  glance  into  my  notebook  while  I  am  writing 
out  my  sale,  and  my  customer  feels  that  I  have  kept  her  in 
mind.  I  always  study  a  customer  and  often  make  a  note  of 
the  color  and  style  of  garment  suited  to  her.  Then  when 
we  have  a  special  sale  of  coats,  I  sometimes  call  her  up  or 
write  her  about  a  good  value  in  which  I  think  she  would  be 
interested.  In  this  way  I  gain  not  only  her  trade  but  that 
of  her  friends. 

The  store  often  uses  my  list  when  it  wishes  to  notify  cus- 
tomers privately  of  special  sales.  I  will  tell  you  how  I  get 
some  of  my  customers'  names  and  addresses  in  the  first  place. 

My  list  is  chiefly  made  up  of  the  names  of  customers  who, 
when  they  first  entered  the  department,  were  "  only  looking." 


APPROACHING  CUSTOMERS  91 

I  find  that  a  little  attention  to  these  customers  means  a  great 
deal  in  the  end.  A  customer  who  is  apparently  only  passing 
by  is  dropped  by  the  average  salesman,  but  I  look  for  just 
these  customers  as  my  opportunity  to  win  friends.  I  try  to 
make  them  feel  that  it  is  their  right  to  look  around  and  that 
I  am  there  to  help  them  whether  they  buy  or  not.  Such  a 
customer  is  first  taken  by  surprise ;  then,  after  I  have  in- 
formed her  of  the  latest  style  features  and  have  tried  on  a 
few  garments,  she  tells  me  confidentially  that  she  is  ex- 
pecting a  check  next  week,  or  something  to  that  effect. 
Sometimes,  on  the  other  hand,  she  buys  that  very  day. 
Usually  I  ask  these  customers  if  they  would  like  to  be 
notified  when 'we  receive  some  new  stock,  and  they  are 
nearly  always  only  too  glad  to  leave  their  names  and  ad- 
dresses. One  such  customer  brought  me  eight  others  from 
a  little  village  in  Vermont,  and  I  have  done  quite  a  rushing 
mail-order  business  in  that  town.  Another  customer,  one  of 
those  who  were  "  only  looking,"  wrote  a  commendatory  letter 
to  the  superintendent  about  me.  Still  another  wrote  that  she 
had  had  a  charge  account  in  a  certain  store  but  was  trans- 
ferring her  trade  to  our  store  because  I  had  been  recom- 
mended to  her  by  Mrs.  P.,  the  Vermont  customer.  I  am  sure 
that  my  efforts  to  win  friends  for  the  store  are  largely  ac- 
countable for  my  success,  and  that  in  securing  the  names  and 
addresses  of  customers  I  have  largely  increased  my  sales. 

Introductory  phrases.  There  are  various  ways  of  starting 
sales.  Many  times  a  transaction  seems  to  spring  into  being 
without  any  distinguishable  beginning ;  on  other  occasions, 
to  fill  in  a  moment  of  awkwardness  or  uncertainty,  it  is 
customary  to  make  use  of  some  introductory  phrase.  The 
spirit  back  of  these  words  is  of  far  greater  importance  than 
the  words  themselves,  but  judicious  and  felicitous  phrasing 
is  always  a  help  in  human  intercourse.  Some  expressions 


92  A  TEXTBOOK  ON  RETAIL  SELLING 

commonly  used  in  starting  sales  are  herewith  submitted  that 
the  merits  or  demerits  of  each  may  be  fully  considered.  No 
classification  has  been  attempted,  but  it  is  suggested  that 
students  arrange  these  phrases,  with  additions  from  their 
own  experience  and  observation,  under  three  heads  :  good, 
doubtful,  and  objectionable. 

1 .  Have  you  been  attended  to  ? 

2.  Anything  in  particular  you  wanted  ? 

3.  Something? 

4.  What  for  you  ?     ^p3^^ 

5.  Have  you  been  waited  on  ? 

6.  Something  for  you  ? 

7.  Do  you  wish  to  be  waited  on  ? 

8.  Do  you  wish  attention  ? 

9.  Something  special  ? 
i  o.  Can  I  help  you  ? 

11.  What  did  you  want  ? 

12.  Something  in  laces  ?   (In  a  lace  department.) 

13.  Ninety-eight  cents.  rvv> 

14.  Yes,  sir. 

— 15.  May  I  assist  you  ? 

1 6.  Are  you  looking  or  do  you  want  to  buy  ? 

17.  Do  you  wish  attention,  lady  ? 

1 8.  Can  I  interest  you  in  aprons? 

19.  Did  you  want  something  ? 

20.  What  can  I  do  for  you,  madam  ? 

2 1 .  Sanitary  toothbrush  ? 

22.  Something  you  wanted  to  buy  ? 

23.  Can  I  tempt  you  with  anything  to-day  ? 

24.  Something  I  could  show  you  ? 

25.  That's  $1.25.    How  do  you  like  it? 

26.  Do  you  wish  to  be  served  ? 

27.  May  I  serve  you? 

28.  Have  you  been  served  ? 


APPROACHING  CUSTOMERS  93 

"  Serving "  customers.  The  use  of  the  word  "serve" 
applied  to  the  act  of  assisting  customers  is  displeasing  to 
some  persons  ;  they  consider  the  expression  too  suggestive  of 
serving  food  in  a  restaurant  to  be  appropriate.  This  is  simply 
a  matter  of  emphasizing  one  set  of  associations  with  a  word 
which  is  capable  of  many  interpretations  and  which  really 
signifies  the  praiseworthy  act  of  ministering  unselfishly  to  the 
needs  of  others.  Since  the  service  ideal  is  now  prominently 
featured  in  advertising  and  is  expressed  in  numerous  practical 
ways  in  stores,  the  verb  "  to  serve  "  seems  to  many  sales- 
people the  natural  term  to  use  in  reference  to  their  dealings 
with  customers.  It  is  unquestionably  as  dignified  as  the 
expression  "  to  wait  on  trade  "  or  "to  wait  on  customers," 
both  of  which  phrases  are  often  heard,  and  in  England 
"  serving  customers  "  is  an  expression  in  common  use.  As 
the  word  is  studied  and  as  its  application  to  the  highest 
aspects  of  things  is  noted,  its  worth  and  desirability  are  in- 
creasingly felt. 

An  effort  should  be  made  to  vary  the  introductory  phrase, 
for  no  expression,  however  good,  can  be  used  repeatedly 
without  becoming  mechanical  and  meaningless.  Again, 
under  certain  circumstances,  no  words  of  greeting  may  be 
needed  to  start  a  sale,  as  when  a  customer  states  his  errand 
at  the  outset  or  manifests  great  interest  in  a  certain  article 
on  display.  In  such  cases  the  merchandise  should  be  brought 
forth  for  immediate  inspection  and  should  always  be  shown 
with  as  little  delay  as  possible. 

Questioning  customers.  But  it  is  sometimes  perplexing  to 
know  what  to  show  to  a  customer  who  gives  no  clue  as  to 
the  price  he  wishes  to  pay  or  any  other  leading  point  about 
his  prospective  purchase,  and  so  it  happens  that  some 


94  A  TEXTBOOK  ON  RETAIL  SELLING 

salespeople  fall  into  the  unfortunate  habit  of  questioning 
customers  after  this  fashion : 

Did  you  want  to  go  as  high  as  $2  ? 
Something  about  twenty-five  cents  ? 
About  how  much  do  you  want  to  pay  ? 

This  practice  is  open  to  severe  criticism  and  wrecks  many 
sales  at  the  very  beginning.  Frequently  customers  do  not 
know  what  they  will  pay  until  they  see  the  merchandise,  and 
some  do  not  care  to  commit  themselves  by  answering  such 
a  direct  question.  To  some  persons  this  type  of  salesman- 
ship seems  impertinent.  As  it  is  an  unsatisfactory  and  often 
disastrous  method  of  attempting  to  discover  a  customer's 
intention,  it  should  be  avoided.  The  best  solution  of  this 
problem  and  one  which  is  generally  applicable  is  to  show 
medium-priced  goods  first.  When  this  is  done,  the  customer 
ordinarily  makes  some  comment  indicating  that  the  mer- 
chandise shown  is  of  satisfactory  grade  or  that  a  different 
quality  is  desired,  more  or  less  expensive  as  the  case  may 
be.  This  is  a  tactful  and  also  a  reasonable  way  of  handling 
the  delicate  matter  of  price,  because  it  provides  a  basis 
of  mutual  understanding  without  unwelcome  reference  to 
dollars  and  cents. 

It  is  also  advisable  to  avoid  catechizing  customers  in  an 
effort  to  ascertain  the  size  desired.  Size  is  a  sore  point 
with  many  persons,  especially  women  ;  and  since  some  have 
a  mistaken  idea  of  their  requirements,  it  is  better  not  to 
raise  a  debatable  question.  Those  who  sell  in  garment  de- 
partments may  easily  train  themselves  to  gauge  the  proper 
size  by  unobtrusive  observation.  In  cases  of  doubt,  without 
raising  the  question  or  stopping  for  argument,  the  customer's 


APPROACHING  CUSTOMERS  95 

measure  may  be  taken,  and  if  this  is  done  deftly  and  incon- 
spicuously it  will  rarely  cause  annoyance. 

The  salesperson's  study  of  the  customer.  It  is  evident  that 
a  customer's  first  swift  impression  of  a  store  and  the  service 
rendered  by  its  salespeople  may  have  a  deciding  influence 
upon  the  sale.  Now  reverse  the  situation  and  consider  how 
the  salesman's  first  impression  of  the  customer  may  affect 
his  salesmanship.  A  single  glance  will  reveal  much.  The  cus- 
tomer's approximate  age,  build,  coloring,  and  taste  in  clothes 
may  be  observed  and,  more  helpful  than  anything  else  as  a 
guide  to  subsequent  selling,  his  mood  or  spirit.  The  advan- 
tage of  this  preliminary  observation  is  that  a  moment  is 
afforded  for  preparation  and  adjustment  —  a  great  assistance 
if  a  customer  happens  to  be  exceptional  in  any  way. 

One  thing  which  cannot  be  judged  by  external  signs  is 
a  person's  financial  condition.  It  is  unwise  to  speculate  as 
to  whether  a  customer  will  spend  much  or  little.  Dress 
is  not  a  reliable  measure  of  worldly  wealth,  and  attempts  to 
judge  customers  by  the  clothes  they  wear  will  lead  to  many 
false  conclusions.  Persons  in  straitened  circumstances  may 
spend  money  liberally  on  occasion,  while  some  of  great  wealth 
who  have  a  hoarding  tendency  are  chary  of  all  expenditures. 
When  customers  are  present  in  numbers,  some  salespeople 
elect  to  serve  the  ones  who  they  believe  will  be  heavy 
buyers.  It  is  impossible  to  appraise  customers  in  this  way, 
and  it  is  a  low  order  of  salesmanship  which  allows  a  sales- 
man to  pick  and  choose  among  a  store's  patrons.  The 
salesman  who  takes  customers  in  turn  will  find  himself 
ultimately  as  well  off  as  the  one  who  makes  use  of  the 
selective  process,  and  in  so  doing  he  will  win  the  respect 
and  loyalty  of  those  whom  he  serves  and  of  his  associates. 


96  A  TEXTBOOK  ON  RETAIL  SELLING 

QUESTIONS  AND  PROBLEMS 

1.  What  spirit  does  the  motto  quoted  on  page  86  express  ? 

2.  Relate  a  shopping  experience  which  you  remember  agree- 
ably, bringing  out  especially  the  points  which,  at  the  beginning  of 
the  sale,  impressed  you  pleasantly. 

3.  Relate  similarly  an  experience  which  left  you  with  an  un- 
favorable impression  of  the  store  and  the  salesperson. 

4.  Why  are  salespeople  sometimes  very  slow  about  approach- 
ing customers  ? 

5.  What  may  be  the  unfortunate  results  of  a  slow  approach  ? 

6.  How  do  you,  as  a  customer,  like  to  be  approached  ? 

7.  Is  there  any  danger  of  "  overdoing  "  the  approach,  and  if 
so,  in  what  respect? 

8.  What  should  a  salesperson  immediately  do  if  he  is  seated 
when   a  customer  approaches  ?    if   he  is   talking  with   a  fellow- 
worker  ? 

9.  What  is  your  feeling  in  regard  to  the  use  of  "  Good  morn- 
ing "  as  a  greeting  to  a  customer  ? 

10.  What  is  your  opinion  regarding  the  use  of  "  madam  "  ? 

11.  Why  should  terms  of  endearment  not  be  addressed  to  a 
customer  ? 

12.  Why  should  dignity  characterize  dealings  with  customers? 

13.  How  may  a  personal    record    of  customers'  names   and 
addresses  be  of  advantage  to  you  in  writing  sales  checks  ? 

14.  In  what  ways  may  such  a  record   be  of  service  to  the 
charge  office  ? 

15.  Comment  freely  on  the  methods  reported  by  the  successful 
saleswoman  of  coats.    Do  you  take  exception  to  her  practice  in 
any  particular? 

16.  Suggest  ways  of  training  your  memory  to  retain  names  and 
addresses. 

17.  Why  is  it  usually  inadvisable  to  start  a  sale  by  stating  the 
price  of  an  article  ?    Give  two  reasons. 


APPROACHING  CUSTOMERS  97 

18.  What  would  you  do  if  a  second  customer  should  approach 
you  while  you  were  engaged  in  serving  a  patron  ? 

19.  How   would  you    proceed    if   the   second   customer  were 
unpleasantly  insistent  about  being  served  at  once  ? 

20.  Under  what  circumstances  is  it  advisable  to   attempt  to 
serve  two  customers  at  once? 

21.  Explain  by  means  of  a  concrete  example  how  this  may 
be  done  successfully. 

22.  How  may  the  approach  to  a  customer  at  a  bargain  table 
differ  from  that  in  an  automobile  or  piano  salesroom  ? 

23.  What  courtesies  might  be  shown  in  the  latter  case  which 
would  not  be  possible  in  the  former  ? 

24.  Why  should  merchandise  be  shown  to  a  customer  as  soon 
as  possible  ? 

25.  Why  is  prompt  service  advantageous  to  the  salesperson 
who  renders  it? 

26.  Prove  that  it  is  poor  policy  to  ask  a  customer  how  much 
he  wishes  to  pay  by  citing  an  instance  when  you  paid  more  for 
an  article  than  you  expected  to  when  you  began  looking  for  it. 

27.  Why   is  it  usually  inadvisable  to   show  the   lowest-priced 
merchandise  first?  the  highest-priced? 

28.  If  you  believe  that  a  customer  who  has  been  wearing  a 
shoe  or  a  glove  of  a  certain  size  requires  a  larger  size,  by  what 
arguments  can  you  persuade  this  customer  to  try  a  larger  size  ? 

29.  Why   is    the    exercise    of    tact    essential   in    the    situation 
presented  in  the  preceding  question  ? 

30.  Why.  in  many  cases,  do  shoe  manufacturers  indicate  the 
size  of  shoe  in  a  manner  unintelligible  to  customers  ? 

31.  How  do  shoe  salesmen  usually  ascertain  the  size  of  shoe 
required  by  a  customer? 

32.  W7hy  is  it  poor  salesmanship  to  sell  a  customer  a  garment 
of  unsuitable  size  ?    Give  three  reasons. 

33.  In  what  departments  would  it  be  desirable  to  have  a  tape 
measure  of  your  own  ?    Why  ? 


98  A  TEXTBOOK  ON  RETAIL  SELLING 

34.  Why  is  it  important  to  study  customers  as  they  approach  ? 

35.  How  does  observation  of  a  customer's  mood  or  state  of 
mind  help  you  to"  prepare  for  a  sale  ? 

36.  What  would  be  your  mental  attitude  toward  a  customer  who 
was  dressed  in  deep  mourning  ?   who  appeared  to  be  in  a  great 
hurry  ?    who  seemed  absent-minded  ?    who  seemed  worried  ?    who 
was  timid  ?  who  was  overdressed  ?  who  referred  to  a  shopping  list  ? 

ASSIGNMENTS 

1.  Rewrite  the  notice  "  Patrons  will  confer  a  favor  on  the 
management  by  not  loitering"  in  such  a  way  as  to  convey  the 
idea  intended  without  loss  of  courtesy. 

2.  Either  originate  a  slogan  or  find  an  actual  example  to  com- 
pare with  each  of  the  following  genuine  examples  quoted  from 
advertisements : 

A  clothing  store :  "  Where  the  styles  come  from." 

A  grocery  store :  "  Good  things  to  eat." 

A  department  store  :  "  The  store  accommodating." 

A  specialty  shop :  "  The  specialty  shop  of  originations." 

An  arts-and-crafts  shop  :  "  Honest  work  ennobles." 

In  each  case  state  whether  you  consider  your  own  contribution  or 
the  one  given  here  the  better,  with  reasons. 

3.  The  following  authentic  experience  is  quoted  from  a  letter 
which  was  printed  on  the  editorial  page  of  a  leading  newspaper : 

One  morning  I  arrived  at  the  shopping  district  a  little  before 
the  time  for  opening.  The  door  of  the  shop,  however,  stood  open, 
and  I  entered.  I  was  immediately  followed,  I  may  say  attacked, 
by  a  young  lady  who  informed  me  that  the  shop  was  not  open 
and  there  would  be  no  one  to  wait  on  me.  I  paid  not  much  atten- 
tion to  her  and  walked  on,  but  she  followed  me,  repeating  her 
information  in  various  tones  of  irritable  sharpness.  By  and  by  I 
met  a  man  who  saw  what  the  trouble  was  and,  offering  me  a  chair, 
said  civilly,  "  Be  kind  enough  to  be  seated,  madam ;  the  shop 
will  be  open  in  a  very  few  minutes." 


APPROACHING  CUSTOMERS  99 

4.  In  the  form  of  a  monologue  of  not  fewer  than  one  hundred 
words,   relate  this  incident  as  the  discourteous  girl  might  have 
reported  it  to  a  friend  a  few  minutes  later.    Try  to  bring  out  the 
mistaken  personal  attitude  which  would  find  expression  in  such 
behavior. 

5.  Walk  all  about  the  street  floor  of  a  department  store  and 
ride  in  the  elevators.    Note  every  detail  which  you  think  would 
give  a  customer  a  pleasant  "  entering  impression."    Make  a  list  of 
these  points.    Make  another  list  of  details  which  would  give  an 
unpleasant  entering  impression. 


CHAPTER  VII 
SELLING  POINTS  AND  THEIR  PRESENTATION 

No  one  takes  much  interest  in  baseball,  tennis,  or  golf 
unless  he  knows  the  rules  of  the  game,  the  end  which  is 
sought,  and  unless  he  has  some  appreciation  of  the  players' 
skill.  If  he  learns  to  play  the  game  himself  his  interest  in 
it  grows  rapidly,  he  thinks  and  talks  about  it,  and  he  plays 
as  often  as  he  can.  Enthusiasm  for  the  game  develops  as 
an  outgrowth  of  knowledge  and  experience.  The  player's 
enthusiastic  descriptions  of  the  sport  may  lead  others  to 
take  it  up. 

Enthusiasm  springing  from  actual  knowledge  is  always  a 
powerful  factor,  and  in  salesmanship  it  is  perhaps  more 
productive  of  results  than  any  other  one  quality.  A  familiar 
expression,  "the  contagion  of  enthusiasm,"  suggests  the 
rapid  spread  of  this  quickening  spirit  from  one  person  to 
another.  A  salesman  who  arouses  a  customer's  interest  to 
the  pitch  of  enthusiasm  has  usually  won  the  customer,  but 
he  does  this  effectually  only  when  he  knows  his  merchandise 
thoroughly  and  is  willing  and  able  to  give  the  customer  the 
full  benefit  of  his  knowledge. 

Learning  the  merchandise.  It  is  the  first  duty  of  a  sales- 
man to  learn  all  that  he  can  about  the  stock  he  is  given  to 
sell,  not  simply  its  arrangement  in  drawers  or  on  shelves 
and  its  price,  but  also  its  history  or  manufacture  and  its 
essential  characteristics  or  selling  points.  The  sources  of 


©  Underwood  &  Underwood,  New  York 
WEAVING  CASHMERE   SHAWLS   IN    INDIA 


101 


SELLING  POINTS  103 

information  will  at  first  be  the  buyer  and  the  experienced 
salespeople  in  the  department,  the  knowledge  thus  gained 
being  supplemented  by  intelligent  examination  of  the  goods 
and  by  study  of  labels  on  merchandise,  of  advertising  matter 
sent  out  by  manufacturers,  of  trade  journals,  and  of  refer- 
ence books  to  be  found  in  public  libraries. 

Customers  as  teachers.  Much  may  also  be  gained  by 
thoughtful  attention  to  customers'  comments.  A  man  who 
had  never  been  abroad  succeeded  to  the  headship  of  a  retail 
business  dealing  exclusively  in  unusual  and  choice  articles 
imported  from  Europe  and  the  Orient.  The  stock  included 
pictures,  hangings,  odd  pieces  of  furniture,  rare  textiles,  jars, 
vases,  fine  examples  of  the  craftsmanship  of  workers  in  leather 
and  metals,  and  many  articles  not  easily  classified,  and  best  ex- 
pressed by  the  French  phrase  objets  d'art.  The  new  proprietor 
brought  to  his  work  an  innate  love  of  beauty  and  a  sensitive- 
ness to  color  values  but  not  much  knowledge  of  the  history  or 
natural  setting  of  the  beautiful  merchandise  offered  for  sale. 
But  among  the  customers  of  the  unique  shop  were  many 
traveled  people  who  talked  with  pleasure  of  the  memories 
awakened  by  a  copy  of  a  famous  painting ;  a  garden  seat 
carved  out  of  stone ;  the  delicate  tracery  of  a  wrought-iron 
sconce  ;  a  binding  of  finely  tooled  leather.  This  man  listened 
with  a  receptive  mind  to  the  observations  and  reminiscences 
of  his  patrons  ;  he  not  only  listened,  but  as  soon  as  he  had 
a  free  moment  he  recorded  the  information  so  easily  gained. 
Later  he  verified  certain  points  and  increased  his  knowledge 
of  them  by  reading ;  and  finally,  he  took  pains  to  remember 
all  that  he  had  learned  and  to  make  use  of  it  when  selling 
goods.  Solely  through  his  own  efforts  he  became  a  well- 
informed  man,  a  recognized  expert  in  a  highly  specialized 


104  A  TEXTBOOK  ON  RETAIL  SELLING 

line  of  business.  In  this  way  his  work  became  a  means  of 
broad  education,  and  this  may  be  true  in  relation  to  any 
kind  of  merchandise,  for  any  commodity  may  constitute  a 
life  study  in  itself. 

Study  of  a  handkerchief.  Since  it  is  impossible  to  foresee 
what  points  customers  will  emphasize,  what  objections  will  be 
made,  what  questions  asked,  a  salesman  can  never  know  too 
much  about  his  merchandise.  Without  attempting  an  ex- 
haustive treatment  of  any  line  of  goods,  an  outline  is  given 
of  some  of  the  points  which  might  arise  in  connection  with 
one  familiar  article  —  a  handkerchief. 

A.  Name  of  article 

1.  Foreign  equivalents 

2.  Derivation  of  word 

3.  History  of  article 

B.  Material 

1.  Linen 

a.  Kinds 

2.  Cotton 

a.  Kinds 

3.  Silk 

a.  Kinds 

4.  Novelties 
a.  Kinds 

C.  Quality  and  texture  of  material  (list  of  ten  or  twelve 

adjectives  which  might  suitably  be  used) 

D.  Durability 

E.  Finish 

i.  Hems 

a.  Standard  widths 

b.  Prevailing  fashionable  width 

c.  Proper  widths  for  mourning 

d.  Hemstitching 

e.  Plain  turned  hem 

(1)  Colored 

(2)  White 


SELLING  POINTS  105 

/  Rolled  edge 

g.  Buttonholed  edge 

h.  Drawn  work 

F.  Workmanship 

1.  Hand 

2.  Machine 

G.  Style 

1.  Tape  borders 

a.  Meaning  of  term 

b.  Varieties 

2.  Embroidered 

a.  Border 

b.  Corners  (one  or  more) 

c.  Hem 

d.  All-over 

e.  Kinds  of  embroidery 

(1)  Hand 

(2)  Machine 

(3)  Hand-loom  machine 

f.  Beauty  of  design 
H.  Initials 

i.   Style 

a.  Block 

b.  Script 

c.  Old  English 

/.   Initials  and  monograms  to  order 

1.  Styles 

2.  Prices 

3.  Time  required  to  fill  orders 

/.  Sizes 

fmen 

1.  Smallest]  , 

>  for  \  women 

2.  Largest  j 


K.  Prices 
i  .  Lowest 

2.  Highest 

3.  Grade  most  in  demand 

4.  Variation  (if  sold  by  dozen) 


106  A  TEXTBOOK  ON  RETAIL  SELLING 

L.  Sources  of  supply 

1.  Foreign 

2.  Domestic 

M.  Miscellaneous  uses  of  handkerchiefs 

1.  Collar-and-cuff  sets 

2.  Bags 

3.  Cases,  etc. 

SPECIAL  QUESTIONS 

1.  Are  colored  hems,  initials,  embroidery,  and  printed  patterns 
guaranteed  fadeless  ? 

2.  How  may  a  cotton  handkerchief  be  distinguished  from  one 
made  of  linen  ? 

3.  A  linen  handkerchief  costs  more  than  a  cotton  one.    Is  it 
worth  the  difference  in  price  ? 

4.  What  is  the  correct  way  to  launder  handkerchiefs  to  prevent 
them  from  becoming  yellow  ? 

5.  How  may  hand  embroidery  be  distinguished  from  machine 
embroidery  ?    How  may  hand  hemstitching  be  distinguished  from 
machine  hemstitching? 

6.  Are  silk  handkerchiefs  practical  ? 

7.  Give  three  reasons  why  linen  is  the  most  desirable  of  all 
materials  for  a  handkerchief. 

After  the  points  included  in  the  outline  have  been  mas- 
tered, the  background  of  the  subject  should  be  investigated, 
-especially  the  history  of  flax  —  its  use  by  the  ancient  Egyp- 
tians, who  spun  incredibly  fine  yarn  of  such  strength  that 
beautiful  specimens  of  linen  wrapped  around  their  mummies 
are  preserved  to  us  to-day,  and  the  discovery  of  fragments  of 
linen  yarn  and  cloth  among  the  relics  of  the  lake  dwellers. 
There  should  be  knowledge  of  the  countries  in  which  flax 
grows  (chiefly  Russia,  Belgium,  and  the  British  Isles),  and 
it  should  be  possible  to  visualize  its  appearance  in  the  field, 
each  slender  gray-green  stalk  topped  by  a  blue  blossom  so 


Underwood  &  Underwood,  New  York 

RETTING   FLAX   IN  THE  RIVER  LYS,   BELGIUM 
107 


SELLING  POINTS  109 

delicate  and  ethereal  that  the  poet  Longfellow  called  it  the 
"  fairy  flax."  The  beauty  and  worth  of  a  piece  of  linen 
cannot  be  appreciated  until  the  difficulties  of  its  laborious 
manufacture  are  understood :  how  the  long,  clean,  strong 
fiber  can  be  released  only  by  a  fermenting  process  called 
retting,  carried  on  in  stagnant  pools  or  slow-flowing  streams, 
and  is  later  freed  from  bits  of  bark  and  stalk  by  a  dusty, 
choking  process  of  beating.  That  the  spinning  and  weaving 
of  the  finest  yarns  is  sometimes  done  in  dark,  damp  cellars 
is  another  factor  in  the  singularly  disagreeable,  unwholesome 
work  of  making  linen.  When  the  story  has  been  read  to 
the  end,  it  will  not  be  hard  to  justify  the  price  of  the 
choicest  handkerchief. 

Use  of  reference  books.  Information  concerning  the  liter- 
ature, art,  history,  geography,  customs,  and  costumes  of 
different  countries  should  be  gathered  as  new  styles  are 
brought  out  and  new  merchandise  assembled  from  all  parts 
of  the  world.  Store  libraries  should  include  among  their 
reference  books  a  French  as  well  as  an  English  dictionary, 
a  good  encyclopedia,  an  atlas,  volumes  on  the  history  of 
costume,  and  a  general  history.  Such  books,  if  not  available 
elsewhere,  may  be  consulted  at  public  libraries,  where  refer- 
ence librarians  are  always  glad  to  help  readers  find  the 
information  which  they  seek. 

In  accumulating  a  wealth  of  knowledge  concerning  His 
merchandise,  the  salesman  lays  up  a  store  of  information 
which  enables  him  to  answer  objections,  to  explain  obscure 
points,  and  to  bring  out  with  enthusiasm  and  confidence  the 
finer  characteristics  of  the  goods  he  has  to  sell.  He  needs 
this  information  as  a  background  for  selling,  and  he  enjoys 
the  possession  of  it,  but  he  should  bear  in  mind  that  much 


HO  A  TEXTBOOK  ON  RETAIL  SELLING 

that  he  has  learned  is  to  be  imparted  to  customers  only  if 
they  seem  interested  and  if  the  facts  are  pertinent  to  the 
discussion  of  the  moment.  It  is  a  mistake  to  enter  into 
lengthy  explanations  of  sources  and  processes  as  a  mere 
matter  of  instruction,  for  most  customers  would  be  bored  if 
not  antagonized  by  such  a  procedure. 

Significance  of  names.  Special  study  is  often  necessary 
for  an  understanding  of  the  names  given  to  merchandise. 
When  the  name  is  taken  from  a  foreign  language,  its 
spelling,  pronunciation,  and  meaning  should  be  learned. 

If  salespeople  understood  as  do  advertisers  the  commer- 
cial value  of  a  good  name,  they  would  give  more  careful 
attention  to  the  names  applied  to  their  merchandise.  The 
fact  that  the  name  alone  often  sells  an  article  is  illustrated 
by  the  case  of  a  man  who,  dining  in  solitude  in  a  restaurant 
on  a  cold  wintry  night,  ordered  from  the  bill  of  fare : 
"  Steamed  fruit  pudding  with  sunshine  sauce."  To  a  friend 
who  joined  him  later,  he  said,  "  I  don't  care  much  for 
steamed  pudding,  but  that  sunshine  sauce  '  got '  me." 

It  is  of  great  importance  to  bear  in  mind  that  different 
names  may  be  applied  to  the  same  article.  It  is  not  to  be 
expected  that  a  salesperson  will  be  familiar  with  every  pos- 
sible name  for  each  article  in  stock,  but  if  he  is  asked  for 
something  of  which  he  has  never  heard,  he  should  not  say 
"We  haven't  it"  until  he  has  made  sure  by  tactful  inquiry 
that  the  store  does  not  carry  the  desired  article  under  another 
name  or  that  it  has  not  something  nearly  enough  like  it 
to  serve  as  a  substitute.  Rubbers  or  rubber  overshoes  are 
sometimes  called  "  goloshes "  or  "  gum  shoes,"  corsets 
are  termed  "  stays,"  and  samples,  "  patterns  "  by  English 
people ;  "  gum  bands  "  is  another  name  for  rubber  bands. 


SELLING  POINTS  in 

A  correspondent  wrote  as  follows  in  the  Boston  Evening 
Transcript  of  October  21,  1916: 

One  morning  I  stopped  to  buy  a  pair  of  overshoes  in  a 
department  store.  I  asked  for  india  rubbers.  The  young 
lady  whom  I  addressed  replied  in  a  prompt,  put-an-end-to- 
the-matter  voice,  "  We  don't  carry  them."  As  the  articles 
which  I  had  all  my  life  heard  called  india  rubbers  were  dis- 
played in  great  profusion  on  the  counters,  I  persisted  until 
I  met  a  man  who  condescended  to  understand  what  I 
wanted  and  brought  another  young  lady  to  serve  me.  A 
little  while  after,  I  went  to  a  shop  to  buy  some  tooth  powder. 
I  asked  for  it  as  camphorated-chalk  tooth  powder.  The 
lady  behind  the  counter  had  never  seen  or  heard  of  such 
a  thing.  I  had  often  bought  it  at  that  very  place.  Looking 
around,  I  saw  what  I  wanted  and  held  it  out  to  her.  The 
name  printed  on  the  wrapper  was  "  Camphorated  Tooth 
Powder."  Although  obviously  made  of  chalk,  the  word 
"  chalk  "  was  not  printed. 

I  went  into  another  shop  to  buy  a  square  of  thin  white 
silk  which  I  asked  for  as  a  handkerchief  for  the  neck.  The 
young  lady  assured  me  that  not  only  they  had  none  but 
they  never  had  had  anything  of  the  sort  there.  Fortunately 
another  one  came  forward  and  knew  exactly  what  I  wanted. 
The  first  one  then  said,  "  If  you  had  called  it  a  scarf  I 
should  have  known  what  you  wanted."  I  think  I  was  right 
here  as  to  the  name,  for  most  persons  expect  a  scarf  to  be 
long  and  a  handkerchief  'square. 

Again  I  went  to  buy  a  pair  of  slippers  at  one  of  the 
department  stores.  I  had  been  in  the  habit  of  wearing 
slippers  of  black  suede  in  the  house,  and  they  said  they  had 
none  of  that  sort  —  all  of  their  house  slippers  had  heels.  They 
brought  and  showed  me  high-heeled  slippers  all  covered  with 
beads  and  various  decorations  quite  unsuitable  for  my  pur- 
pose, and  I  was  obliged  to  go  without  the  slippers  that  day. 


112  A  TEXTBOOK  ON  RETAIL  SELLING 

But  the  next  time  I  tried  to  procure  them,  I  carried  an  old 
one  with  me  to  show  what  I  wanted.  The  clerk,  this  time 
a  man,  kindly  informed  me  that  those  were  bedroom  slippers. 
They  were  perfectly  suitable  for  parlor  wear,  but  that  was 
the  name  of  them. 

Discriminating  use  of  selling  points.  It  is  important  to 
select  for  each  customer  the  selling  points  which  will  make 
the  strongest  individual  appeal.  In  the  purchase  of  a  hand- 
kerchief the  latest  fashion  in  hem  or  embroidery  might  be 
the  deciding  factor  for  one  person,  while  another  would  em- 
phasize practical  qualities,  such  as  size  or  texture,  rather  than 
style.  In  a  piano  the  tone  is  a  very  important  consideration, 
but  some  customers  would  be  more  particular  about  the 
action  of  the  instrument,  and  still  others  would  put  a  hand- 
some case  above  every  other  consideration.  Some  persons 
like  to  know  the  history  of  an  article  and  the  origin  of  a 
detail  in  style ;  others  care  a  great  deal  about  the  blending 
of  colors  and  the  effect  of  lines.  That  "  no  selling  talk  is 
ready-made  "  has  been  truly  said ;  the  taste  and  inclination 
of  the  customer  and  his  motive  in  buying  determine  what 
shall  be  emphasized. 

Importance  of  truthful  statements.  It  is  fatally  easy  to 
fall  into  a  way  of  saying  that  which  customers  apparently 
wish  to  hear,  of  following  the  line  of  least  resistance,  in- 
stead, sometimes,  of  acting  with  perfect  candor.  When  a 
person  inquires  :  "  Will  it  wash  well  ?  "  "  Is  it  durable  ?  " 
11  Do  you  guarantee  this  article?  "  "  Is  it  all  wool  ?  "  "  Is 
it  imported  ? "  salespeople  who  are  not  much  interested  in 
their  work  are  prone  to  answer  "Yes,"  without  knowing, 
in  some  cases,  whether  they  have  told  the  truth  or  not. 
If  the  haphazard  answer  is  incorrect,  the  salesperson  is 


GERSAINT  S  SIGNBOARD 

A  painting  by  Jean  Antoine  Watteau,  showing  the  origin  of  the 
famous  Watteau  plait,  or  fold 


SELLING  POINTS  .       115 

guilty  of  misrepresentation.  This  is  a  penal  offense  in 
some  states,  and  in  at  least  one  state  (Massachusetts)  an 
employee  making  a  false  statement  is  specifically  included 
with  the  employer  in  the  indictment.  A  fine  of  from  $10 
to  $500  is  imposed  as  a  penalty  for  each  offense  pf  this 
character.  The  truthful  representation  of  merchandise  in 
advertising  and  by  salespeople  is  a  fundamental  principle 
with  all  reputable  stores. 

Some  firms  even  go  so  far  as  to  offer  a  pecuniary  reward 
to  anyone  discovering  an  inaccurate  or  false  statement  in 
their  advertising,  and  it  occasionally  happens  that  advertising 
space  is  used  to  acknowledge  an  error  and  to  invite  customers 
who  have  bought  merchandise  under  a  misconception  to  re- 
turn it  and  receive  their  money  back.  Stores  which  take 
so  definite  a  stand  for  honest  dealing  must  exact  undeviating 
truthfulness  from  their  salespeople  if  such  a  policy  is  to  be 
successfully  and  consistently  carried  out. 

Honest  opinions.  Certain  inquiries  involve  aesthetic  con- 
siderations. Advice  is  asked  concerning  color  combinations, 
the  becomingness  of  colors  and  styles,  the  relative  beauty 
of  two  similar  articles.  These  queries,  because  less  concrete 
in  nature  than  those  mentioned  in  the  preceding  paragraph, 
are  not  so  seriously  involving,  for  here  opinions  are  solicited 
rather  than  facts ;  nevertheless,  salespeople  often  dodge  the 
question.  In  regard  to  this  matter  a  customer  has  said  : 
"When  I  ask  a  salesperson  what  is  the  best  thing  for  me, 
I  want  him  to  tell  me.  Often  he  tries  to  find  out  my  prefer- 
ence, and  then  says  he  likes  that,  too.  Or  else  he  says  that 
they  are  all  good  or  that  it  is  merely  a  matter  of  taste.  And 
so  although  I  want  an  honest  opinion,  I  get  no  help  at  all." 
Perhaps  nowhere  is  it  harder  to  obtain  trustworthy  advice 


116       .A  TEXTBOOK  ON  RETAIL  SELLING 

than  in  a  millinery  department.  Complaint  is  frequently 
made  that  the  average  millinery  salesperson  shows  little  dis- 
crimination in  the  selection  of  hats,  assuring  the  customer 
that  everything  tried  on  is  extremely  becoming. 

Use  .of  English.  If  knowledge  of  merchandise,  a  nice 
perception  of  the  most  telling  points,  and  wise  advice  are  to 
attain  their  greatest  potential  value,  they  must  be  coupled 
with  a  suitable  and  effective  medium  of  expression.  For 
personal  as  well  as  professional  reasons  salespeople  should 
cultivate  a  careful  use  of  English.  Good  speech  is  an  indi- 
cation of  intelligence  and  refinement  —  qualities  which  all 
desire  for  themselves  and  which  command  the  confidence 
and  respect  of  customers.  It  is  surprising  how  few  persons, 
comparatively  speaking,  are  able  to  ask  a  question,  make  a 
statement,  or  give  an  explanation  in  a  simple,  direct,  forceful 
way,  chiefly  because  a  habit  of  clear  and  orderly  thinking 
has  not  been  established.  A  distinct  mental  concept  must 
precede  the  clear  expression  of  a  thought.  Therefore,  as  has 
been  pointed  out,  salespeople  must  knoiv  the  facts  about  their 
merchandise  before  they  can  expect  to  interest  customers  in 
it  or  convince  them  of  its  desirable  qualities.  The  sales- 
person's own  vision  of  it,  his  interpretation  of  its  values, 
must  have  an  unequivocal  basis.  Then  with  the  employment 
of  suitable  language  to  describe  it,  he  is  in  possession  of  a 
genuine  force  in  selling.  It  is  not  the  long  nor  the  short,  the 
new  nor  the  old  word,  but  the  exact  word  which  makes  speech 
effective.  Many  of  us  are  satisfied  with  the  use  of  current 
popular  expressions  or  of  words  which,  partially  conveying 
our  meaning,  seem  to  answer  the  purpose.  But  slang-  phrases 
are  not  understood  by  all  persons  and  are  offensive  to 
others,  and  half-truths  may  give  false  impressions.  Hence, 


SELLING  POINTS  1 17 

salesmanship  which  is  otherwise  good  may  be  invalidated  by 
a  weak  use  of  language.  Those  who  lack  power  to  express 
their  thoughts  correctly  and  forcefully  may  educate  them- 
selves in  this  respect  by  careful  observation  of  the  language 
of  persons  who  do  speak  well,  by  good  reading,  by  use  of  the 
dictionary,  and  by  a  firm  resolution  to  eliminate  objectionable, 
illogical,  and  ungrammatical  expressions. 

It  is  possible  to  speak  with  reasonable  correctness  and  a 
fair  degree  of  accuracy  and  yet  fail  to  be  interesting  because 
of  a  monotonous  use  of  words.  Such  adjectives  as  "  pretty  " 
and  ''nice"  have  lost  much  of  their  original  force  through 
overuse.  Variety,  then,  should  be  added  to  accuracy  and 
correctness  as  an  essential  characteristic  of  effective  language. 

The  uncommunicative  salesman.  A  general  lack  of  appre- 
ciation of  the  possibilities  of  language  is  shown  by  the 
abuse  or  neglect  of  this  means  of  communication.  Some 
salespeople  seem  to  be  positively  unwilling  to  talk,  volun- 
teering no  information  about  their  merchandise  unless  pos- 
sibly a  mechanical  statement  of  price. 

A  certain  man  who  was  extremely  fond  of  coffee  and 
who  had  been  dissatisfied  for  some  time  with  the  brand 
served  at  his  own  table  went  to  the  best  grocery  store  in 
town  resolved  to  get  some  information  about  coffee  and  with 
the  intention  of  paying  a  high  price,  if  necessary,  for  a  brand 
which  the  salesman  could  heartily  recommend.  The  following 
conversation  took  place : 

CUSTOMER.  I  want  some  good  coffee ;  the  coffee  we  have 
been  using  lacks  flavor. 

SALESPERSON.  We  have  coffee  at  32  cents,  38  cents,  45  cents, 
50  cents,  and  53  cents  a  pound.  What  grade  do  you  want? 

This  brief,  not  to  say  curt,  statement  so  cooled  the  cus- 
tomer's interest  that  he  left  the  store  and  bought  his  coffee 


118  A  TEXTBOOK  ON  RETAIL  SELLING 

elsewhere  of  a  salesman  who  was  both  interested  and  intelli- 
gent enough  to  "  talk  up  "  his  goods. 

Here  is  another  case  of  a  salesman  who  appeared  reluctant 
to  be  of  any  service  to  his  customer. 

A  man  went  to  a  bookstore  to  order  a  back  number  of  a 
magazine.  The  conversation  which  ensued  between  him  and 
the  salesman  is  reported  literally. 

CUSTOMER.    Do  you  supply  back  numbers  of  magazines? 

SALESPERSON.    How  far  back  ? 

CUSTOMER.    Last  December.    Harper's  Magazine. 

SALESPERSON.  Well,  I  don't  know.  I  might  be  able  to  get  it, 
but  it  will  cost  a  good  deal. 

CUSTOMER.    How  much  do  you  think  it  will  cost? 

SALESPERSON.    Well,  I  don't  know. 

CUSTOMER.  Do  you  suppose  it  will  be  as  much  as  $i  ?  I 
should  n't  be  willing  to  pay  so  much  as  that. 

SALESPERSON.    No,  it  won't  be  so  much  as  that. 

CUSTOMER.  Well,  if  it  isn't  more  than  50  cents  I  '11  take  it  if 
you  can  get  it  for  me. 

SALESPERSON  (taking  out  order  book).   What 's  the  name? 
(CUSTOMER  gives  ?iame.} 

CUSTOMER.    When  do  you  think  it  will  come? 

SALESPERSON.  Oh,  I  don't  believe  it  will  be  here  inside  of 
a  week. 

CUSTOMER.  Shall  I  call  or  will  you  let  me  know  when  it 
comes  ? 

SALESPERSON.    Well  .   .  .    (Hesitates] 

CUSTOMER.    I  will  call  a  week  from  to-day. 

SALESPERSON.    All  right. 

Talking  at  random.  Some  salespeople  say  altogether  too 
much  or  talk  at  the  wrong  time,  allowing  customers  no  time 
for  reflection. 

A  calendar  of  the  type  having  a  quotation  for  each  month 

had  attracted  the  attention  of  a  passer-by.     He  thought  he 


SELLING  POINTS  119 

would  buy  it  if  the  quotations  pleased  him,  but  he  wished 
to  read  them  all  before  deciding.  As  he  turned  each  leaf 
and  began  to  read,  the  salesman  invariably  interrupted  his 
thought  with  some  commendatory  remark.  "  This  is  a  very 
pretty  calendar,"  "  It  is  one  of  our  most  popular  calendars," 
"  The  quotations  are  very  good,"  he  talked  on,  until  the  ex- 
asperated customer  decided  not  to  buy  a  calendar  that  day. 
The  salesman's  poor  judgment  lost  the  sale. 

Again  a  salesperson  may  seem  to  talk  for  the  sake  of 
talking,  with  no  thought  or  purpose  back  of  the  words. 

A  girl  who  was  managing  an  amateur  production  of  a 
play  wished  to  purchase  a  pair  of  candlesticks  for  a  part  of 
the  furnishing  of  a  peasant's  cottage.  She  did  not  explain 
what  use  she  intended  to  make  of  the  candlesticks,  simply 
stating  that  she  wanted  something  inexpensive.  The  sales- 
woman placed  before  her  candlesticks  of  brass,  glass,  and 
wrought  iron,  remarking,  as  she  indicated  her  own  prefer- 
ence for  the  glass  ones,  "  These  will  be  the  best  for  your 
purpose."  Suddenly  realizing  that  she  was  unaware  of  the 
customer's  purpose,  she  asked,  "  What  do  you  want  them 
for,  anyway  ? " 

Influence  of  the  voice.  The  importance  of  the  use  of  the 
voice  is  often  overlooked.  Sensitiveness  to  the  quality  of 
the  voice  varies  with  individuals,  but  there  is  no  doubt  that 
everyone  is  consciously  or  unconsciously  affected  by  the  tone 
and  expression  of  persons  speaking  to  him. 

Americans  are  much  and  justly  criticized  for  their  un- 
pleasant voices,  which,  in  many  cases,  express  a  nervousness 
and  strain  taxing  to  both  speaker  and  listener.  Responsibility 
for  this  defect  is  sometimes  attributed  to  the  climate  of  this 
country,  but  more  often  the  condition  is  explained  by  the 
speed  and  energy  of  American  life,  which  allows  little  time 


120  A  TEXTBOOK  ON  RETAIL  SELLING 

for  relaxation  of  mind  or  muscle  and  takes  little  account,  it 
is  said,  of  the  cultivation  of  the  finer  personal  assets.  But 
it  is,  after  all,  not  a  national  nor  a  climatic  matter  but  an 
individual  one.  It  may  be  that  only  a  favored  few  are 
endowed  by  nature  with  rich  and  beautiful  voices,  but  the 
opportunity  to  improve  such  instrument  of  expression  as 
we  have  is  open  to  all.  Sweetness,  freedom,  and  depth  of 
tone,  carrying  quality,  distinctness  of  utterance,  agreeable  and 
expressive  modulation,  —  these  are  among  the  vocal  qualities 
which  all  should  strive  to  acquire.  The  proper  use  and  train- 
ing of  the  voice  is  the  work  of  specialists,  but  those  who 
earnestly  desire  to  improve  can  do  much  for  themselves. 
Deep  breathing,  a  relaxed  throat,  and  a  mind  and  body  freed 
from  nervous  tension  are  goals  of  effort.  It  should  be  re- 
membered that  a  spirit  of  anger,  irritation,  indifference,  or 
scorn  may  be  revealed  more  clearly  by  the  voice  than  by 
words,  and  that  even  so  trifling  a  matter  as  an  unpleasant  tone 
may  arouse  such  a  feeling  of  resentment  and  antagonism  in 
a  customer  as  to  render  ineffectual  much  good  salesmanship. 

QUESTIONS  AND  PROBLEMS 

1.  What  questions  might  you  ask  or  what  points  should  you 
wish  emphasized   if  you  were    buying   one-half  dozen    handker- 
chiefs for  your  own  use  ?  if  you  were  buying  a  handkerchief  for 
a  Christmas  ^gift  ? 

2.  Copy  the  outline  on  handkerchiefs  into  your  notebook  and 
supply  all  the  information  called  for  so  far  as  possible. 

3.  Give  six  good  selling  points  about  any  article  of  clothing 
you  have  bought  recently. 

4.  What  points  do  you  think  should  be  brought  out  in  the  sale 
of  a  coat  ?  a  hat  ?  an  umbrella  ?  a  bag  for  schoolbooks  ?  a  pencil 
box  ?  a  box  of  candy  ?  a  pair  of  roller  skates  ? 


SELLING  POINTS  1 21 

5.  Without  resorting  to  direct  questions,  how  may  a  sales- 
person   discover   the    points    of   importance    to    a    customer    in 
connection  with  the  merchandise  under  consideration  ? 

6.  What  features  in  material  for  a  suit  would  appeal  strongly 
to  a  practical  customer  ?    What  other  characteristics  might  be  of 
greater  interest  to  an  artist  ? 

7.  How  can  you  tell  what  points  to  emphasize  in  showing  and 
explaining  merchandise  to  different  types  of  customers  ? 

8.  Under  what  circumstances  is  price    a    significant    selling 
point  ? 

9.  Why  may  the  bare  statement  of  the  price  of  an  article, 
without  explanation  of  its  qualities,  be  detrimental  to  a  sale  ? 

10.  Show  that  popularity  of  an  article  is  a  good  selling  point 
under  certain  conditions  and  a  poor  one  under  others. 

11.  Make  a  list  of  all  the  selling  points  which  might  come  under 
the  head  of  "  Workmanship  "  in  a  well-tailored  suit  for  yourself ; 
under  the  head   of  "  Durability "  in  a  rug ;    under  the  head  of 
"  Beauty "  in  a  piece  of  rich  crimson  velvet ;    under  the  head 
of  "  Practical  Advantages  "  in  a  glass  measuring  cup. 

12.  Make  a  list  of  five  adjectives  which  might  be  used  appro- 
priately in  describing 

A  five-dollar  baby-dress  of  white  nainsook 

A  lady's  suit  of  navy-blue  faille  silk 

The  Scribner  illustrated  edition  of  Stevenson's  "  Black  Arrow  " 

A  fountain  pen 

White-enameled  cooking  dishes 

A  mahogany  tea  wagon 

Building  blocks 

A  "  kewpie" 

An  oilskin  raincoat 

An  alarm  clock 

A  bunch  of  fresh  violets 

Canned  alcohol 

(Any  eight  items  may  be  chosen.) 


122  A  TEXTBOOK  ON  RETAIL  SELLING 

13.  Imagine  yourself  selling  to  a  customer  the  one  of  the  three 
following  articles  in  which  you  are  most  interested : 

A  canoe 

An  electric  iron 

A  velours  hat 

Give  all  the  arguments  which  you  might  advance  in  favor  of  the 
article  and  answer  possible  objections. 

14.  Do  you  say  "doughnut"  or  "cruller"?  "spider,"  "skillet," 
or  "frying-pan"?    "jug"   or  "pitcher"?    "mug"   or   "cup"? 
"  glass  "  or  "  tumbler  "  ?    Discuss  these  and  other  distinctions  in 
words  with  your  friends,  and  discover  whether  or  not  you  are 
applying  certain  terms  and  phrases  in  the  same  way. 

15.  Tell  why  it  is  good  salesmanship  to  describe  and  explain 
merchandise  to  customers.    Give  three  reasons. 

16.  Name  an  article  of  merchandise  suitably  characterized  by 
each  of  the  following  adjectives : 

substantial  handsome   •  charming 

quaint  elaborate  ingenious 

ornate  filmy  comforting 

choice  pure  crisp 

bizarre  convenient  elegant 

17.  Expressing  the  idea  <&  frailty,  describe,  using  a  different 
word  in  each  case : 

A  china  cup 

Fresh  heliotrope 

Rare  old  lace 

A  poor  grade  of  tissue  paper 

18.  Pronounce  the  following  words  : 

athletic  attack 

alpaca  address 

deficit  height 

Start  a  list  of  words  often  mispronounced  and  add  to  it  from 
time  to  time. 


SELLING  POINTS  123 

19.  Express  in  one  word  the  antonym  of  each  of  the  following : 

simple  compact  unique 

dangerous  original  transparent 

lasting  theoretical  conservative 

lustrous  antique  complete 

novel  brittle  striking 

20.  Make  a  list  of  fifteen  commonly  used  adjectives  which 
you  consider  questionable. 

21.  If   you    were    unable    to    answer  a  question    about  your 
merchandise,  what  would  you  do  ? 

22.  Look  up  the  meaning  of  "slang"  in  a  large  dictionary  and 
write  the  definition  in  your  notebook. 

23.  How  does  the  use  of  slang  impoverish  vocabulary? 

24.  Why  do  people  use  slang  ? 

25.  What  is  your  opinion  concerning  its  use  ? 

26.  Why  is  slang  constantly  changing? 

27.  Put  in    sentence    form  ten  of  the    commonest  errors  in 
grammatical  forms  that  you  hear.     Write  the  correct  form  after 
each  sentence. 

28.  Is  it  better  to  say  "  Gents'  Furnishings  "  or  "  Men's  Fur- 
nishings "  ?    to    refer  to    a    suite    of   rooms  as  a  "  flat "   or  an 
"  apartment "  ?  to  speak  of  "  pants  "  or  "  trousers  "  ?  a  "  phone  " 
or  a  "  telephone  "  ? 

29.  Start  a  list  in  your  notebook  of  new  words  learned  this 
year.    If  you  are  uncertain  about  the  meaning  of  any  word,  look 
it  up  in  the  dictionary  and  write  the  meaning  after  the  word. 

30.  What   is    meant   by  clear   articulation  ?    Illustrate,  giving 
examples  of  good  and  bad  articulation. 

3 1 .  Why  is  it  desirable  to  articulate  clearly  ? 

32.  Why  do  actors  and  public  speakers  cultivate  this  charac- 
teristic of  good  speech? 

33.  In  what  ways  can  you  improve  your  own  language?  In 
what  ways  can  you  improve  your  own  voice  ? 


124  A  TEXTBOOK  ON  RETAIL  SELLING 

34.  Compare  "  I  am  out  of  that  style  "  with  "  We  are  out  of 
that  style."    Which  pronoun  is  preferable,  and  why  ? 

35.  Why  is  it  a  mistake  to  try  to  show  merchandise  with  a 
pencil  in  your  hand  ? 

36.  Why  should  a  salesperson   never  speak  disparagingly  of 
his  merchandise? 

37.  Why   should    he    be    equally   careful    not    to    disparage    a 
competitor's  merchandise  ? 

38.  Discuss  the  cases  of  poor  salesmanship  given  on   pages 
.117-119.    How  would  you  have  conducted  these  sales? 

ASSIGNMENTS 

1.   Explain  fully  in  writing  eighteen  of  the  following  terms. 
Illustrate  with  sketches,  pictures,  or  samples  whenever  possible. 

Robespierre  collar  Russian  crash 

Bolero  jacket  Copenhagen  blue 

Directoire  coat  Chuddah  shawl 

Moyen-age  fashions  Cashmere  shawl 

Russian  blouse  Dresden  china 

Mandarin  coat  Gainsborough  hat 

Scotch  tartan  Van  Dyck  collar 

Tyrolean  cap  Shaker  cape 

Mexican  sombrero  Kate  Greenaway  styles 

Roman  sash  Cantigalli  ware 

Navajo  blanket  Madeira  embroidery 

Brittany  pottery  Mission  furniture 

Watteau  plait  Anatolian  curtains 

Period  furniture  Persian  patterns 

Morris  chair  Pompeian  red 

India  mull  Sheffield  plate 

2.  a.  Consult  a  rhetoric  for  the  exact  meaning  of  the  following 
.words : 

circumlocution  tautology 

verbosity  hyperbole 

redundancy  ambiguity 


King 


WEAVING  A  NAVAJO   BLANKET 
'25 


SELLING  POINTS  127 

b.  Explain  the  weakness  of  each  form  of  expression. 

c.  Illustrate  with  a  sentence  or  paragraph  the  principle  involved 
in  each  case,  using,  for  the  first  three,  answers  to  a  customer 
wishing  to  be  directed  to  certain  parts  of  a  store ;  and,  for  the 
last  three,  descriptions  of  merchandise. 

d.  Rewrite  the  sentences  or  paragraphs  in  good  style. 

e.  Enter  the  entire  exercise  in  your  notebook. 

3.  Make  a  list  of  fifteen  widely  advertised  products  whose 
names  are  suggestive  of  excellent  selling  points.     Analyze  the 
words  which   make   each   name   effective   and   show   how  they 
strengthen  the  advertising  of  the  product. 

4.  Originate  a  trade  name  for  exploiting  a  new  brand,  make, 
or  variety  of  each  of  the  following : 

A  bicycle  brake  A  flavoring  extract 

A  laundry  soap  A  weather  strip 

Pancake  flour  An  ice  pick 

A  hammock  A  perfume 

A  lunch  basket  A  kerosene  stove 

Try  to  express  in  a  catchword  or  phrase  the  point  which  you 
think  it  most  important  to  emphasize. 


CHAPTER  VIII 
CONCLUDING  SALES 

A  sale  may  be  divided  into  three  parts :  ( I )  approaching 
the  customer ;  (2)  presenting  the  merchandise  ;  (3)  conclud- 
ing the  sale.  Care,  thoughtfulness,  and  skill  are  required 
at  each  stage,  but  it  is  ordinarily  the  third  stage  —  the  time 
when  the  transaction  is  to  be  terminated  —  that  is  the  most 
critical.  Failure  to  grasp  the  customer's  mood  or  meaning, 
an  ill-timed  remark,  a  misplaced  emphasis,  or  a  relaxation 
of  judicious  effort  may  result  in  the  loss  of  a  sale  which 
had  been  well-managed  to  this  point. 

The  indefinite  customer.  Frequently  customers  have  only 
very  vague  notions  as  to  what  they  want  to  buy,  and  unless 
the  salesperson  is  alive  to  the  situation  and  ready  to  make 
the  most  of  every  hint  and  suggestion  dropped  by  the  cus- 
tomer, the  sale  is  likely  to  be  lost  because  the  idea  back  of 
the  purchase  is  not  completely  formulated  in  the  customer's 
mind.  Suppose  a  woman  announces  her  wish  to  look  at 
silk  waists.  She  thinks  she  wants  blue,  but  does  not  know 
about  the  style.  The  salesperson  begins  showing  waist  after 
waist,  intending  to  continue  so  doing  until  some  comment 
is  made.  But  the  customer,  who  is  pleased  in  a  way  with 
all  the  waists,  says  little ;  she  gradually  becomes  confused 
as  a  result  of  seeing  too  many  styles  and,  losing  sight  of  the 
main  issue,  is  uncertain  whether  a  strictly  tailored  or  a  semi- 
dressy  model  is  what  she  needs.  Not  having  observed  the 

128 


CONCLUDING  SALES  129 

customer  closely,  the  salesperson  does  not  know  what  to 
emphasize,  and  the  customer  finally  says  with  evident  dis- 
appointment (for  she  really  needs  a  waist  and  has  come  in 
with  the  intention  of  buying  it)  that  -she  "  will  not  decide 
to-day."  A  more  skillful  salesperson  would  have  proceeded 
more  slowly,  would  have  shown  less,  and,  having  gained  some 
clue  from  the  customer's  response  to  each  waist  displayed, 
would  have  been  ready  and  able  to  help  in  a  wise  selection. 

The  positive  customer.  Let  us  imagine  another  type  of 
customer,  who  may  show  a  decided  preference  for  a  style  of 
waist  which,  for  some  reason,  the  salesperson  would  prefer 
not  to  sell  to  her.  This  hesitancy  might  be  explained  by  a 
shortage  of  sizes  in  that  model,  but  is  more  commonly  born 
of  an  impulse  to  save  a  customer  from  buying  a  garment 
unsuited  to  the  requirements  of  her  age,  build,  or  coloring. 
Under  such  circumstances  a  tactful  effort  should  be  made 
to  interest  her  in  something  more  appropriate.  But  if  the 
customer  is  clearly  not  open  to  suggestion,  is  of  the  unyield- 
ing type  that,  'knowing  its  own  mind,  will  not  be  moved, 
a  vigorous  attempt  to  substitute  a  different  style  would  not 
only  be  futile  but  would  probably  result  in  a  lost  sale. 
Determined,  forceful  customers  resent  interference  with 
their  plans.  Elderly  persons,  also,  are  sometimes  inclined 
to  take  amiss  well-meant  efforts  of  younger  salespeople,  feel- 
ing distrustful  of  their  motives  or  lacking  confidence  in  their 
judgment.  The  gentle  art  of  persuasion  should  therefore  be 
practiced  with  diplomacy. 

The  undecided  customer.  What  is  to  be  done  when  a 
customer  seems  unable  to  choose  the  single  waist  which  she 
requires  from  among  three  or  four  which  attract  her  about 
equally  ?  If  she  had  them  all  at  home,  with  plenty  of  time 


130  A  TEXTBOOK  ON  RETAIL  SELLING 

for  deliberation,  she  would  undoubtedly  find  one  of  them 
more  satisfactory  than  the  others.  Ordinarily  it  is  better 
business  all  around  that  this  decision  be  made  in  the  store, 
and  it  rests  with  the  salesperson  to  bring  this  about.  There 
are  no  invariable  rules  in  salesmanship,  but  some  suggestions 
may  be  offered  for  dealing  with  cases  of  this  kind. 

I.  Narrowing  the  sale.    An  observant  salesperson  will  be 
able  to  judge  which  waist,  on  the  whole,  is  the  most  attrac- 
tive to  the  customer  and  will  gradually  withdraw  or  lay  aside 
at  a  moderate  distance,  one  by  one,  the  articles  less  admired. 
Then,  whereas  the  customer's  thought  might  have  been  run- 
ning thus  :    "I  really  like  this  one  best,  but  that  one  has 
handsomer  buttons  "  or  "  This  is  just  what  I  need,  but  that 
one  has  the  new  pocket,"  her  attention,  instead  of  being 
scattered  over  consideration  of  the  merits  of  four  good  waists, 
becomes  centered   on   a  comparison   of  two  and  a  choice 
between   them.    This   important  principle  of  salesmanship 
is  called  narrowing  the  sale. 

II.  Emphasizing  the  best  points.   The  process  developed  in 
(I)  may  be  hastened  and  strengthened  by  a  reiteration  of 
the  points  which  had  seemed  previously  to  count  most  with 
the  customer.    Perhaps  the  color  will  appeal  very  strongly  to 
one  customer,  in  which  case  its  beauty,  or  the  attractiveness 
of  the  combination  with  the  customer's  suit,  or  the  fact  that 
it  is  new  may  be  referred  to ;  the  popular  name  of  the  color 
may  be  given  ;  the  waist  may  be  taken  to  the  window  that 
its  hue  may  be  more  clearly  seen  by  daylight.    If  becoming- 
ness  or  fit  bids  fair  to  be  the  deciding  factor,  the  customer 
may  like  to  try  the  waist  on  a  second  time ;  if  style  is  upper- 
most in  her  mind,  to  see  the  waist  on  someone  else  may 
help  to  solve  her  problem. 


CONCLUDING  SALES  133 

III.  Exercise  of  judgment.  The  amount  of  talking  which 
is  wise  at  this  juncture,  the  emphasis  placed  on  certain 
points,  and  the  length  of  time  allowed  for  quiet  reflection 
on  the  customer's  part  are  all  matters  demanding  the  most 
discriminating  judgment.  Two  essential  points  should  be 
kept  in  mind  :  ( I )  there  should  be  no  appearance  of  over- 
urging,  lest  a  customer  feel  that  she  has  been  driven  into  a 
purchase  against  her  will,  and  (2)  the  salesperson's  comments 
should  be  brief,  pointed,  and  not  continuous. 

Broadening  the  customer's  outlook.  A  sale  is  sometimes 
lost  because  a  customer  looks  at  an  article  from  only  one 
point  of  view,  and  that  a  very  limited  one.  If  no  one  takes 
the  trouble  to  present  the  wide  and  interesting  possibilities 
of  the  merchandise  under  consideration,  some  persons  fail 
to  see  its  value  or  its  desirability.  A  salesman  should  keep 
it  constantly  in  mind  that  the  average  customer  has  little 
imagination  and  should  try  to  picture  to  himself  the  varying 
circumstances  which  might  be  connected  with  the  use  of 
any  article  which  he  is  given  to  sell.  Such  visualizing  of 
the  article  will  suggest  additional  arguments  and  will  make 
it  possible  to  bring  out  points  which  might  not  occur  to  a 
customer  until  long  afterward.  Suppose  that  a  cream-whipper 
is  the  object  of  a  sale.  One  naturally  thinks  of  the  many 
ways  in  which  whipped  cream  is  served ;  of  the  saving  of 
labor  effected  by  the  use  of  a  mechanical  whipper ;  of  the 
fact  that  the  same  amount  of  cream  goes  farther  whipped 
than  plain  ;  that  a  good  cream-whipper  is  more  convenient, 
quicker,  and  neater  than  an  egg-beater;  that  having  only 
one  function  to  perform  it  is  always  ready  for  use ;  that 
whipped  cream  adds  to  the  delicacy,  daintiness,  and  appetiz- 
ing appearance  of  a  dessert,  etc.  The  intelligent  presentation 


134  A  TEXTBOOK  ON  RETAIL  SELLING 

of  new,  valid  arguments  brings  out  the  desirability  of  the  con- 
venient tool  and  wins  the  customer  by  conviction. 

Demonstrating  the  merchandise.  Another  way  of  stimu- 
lating a  customer's  imagination  and  interest  is  by  showing 
a  piece  of  merchandise  in  combination  with  something  else 
with  which  it  may  appropriately  be  used.  The  more  closely 
this  combination  approximates  the  customer's  intended  use 
of  the  material,  the  better.  For  example,  if  dainty  lace  to 
trim  a  summer  dress  is  desired,  the  edge  may  be  shown 
with  a  piece  of  fine  muslin,  lawn,  or  organdie.  The  beauty 
and  usability  of  vases  and  flower-holders  is  brought  out  by 
an  artistic  arrangement  of  flowers  in  them.  Book-ends  look 
better  and  are  more  suggestive  if  good,  well-bound  books 
are  placed  between  them  —  they  would  never  be  set  up  with- 
out books  in  a  person's  home.  A  breakfast-set  tastefully 
arranged  on  a  small  table  as  if  about  to  be  used  makes  a 
stronger  appeal  to  a  housewife  than  do  the  different  pieces 
piled  on  a  shelf.  This  method  of  selling,  which  strongly  sug- 
gests the  use  of  the  merchandise,  is  a  kind  of  simple  demon- 
stration, and  everything  can  be  demonstrated  to  some  extent. 

Concentration  born  of  interest.  It  is  difficult  to  hold  unde- 
cided customers  and  slow  buyers  and  sell  anything  to  them 
unless  undivided  attention  is  given  to  the  problem.  This 
concentration  is  hard  for  those  whose  thoughts  seem  to  stray 
involuntarily  to  irrelevant  topics.  Home  and  school  training 
and  self-discipline  may  avail  much  in  teaching  thought- 
direction  and  thought-control,  but  perhaps  the  essence  of  the 
whole  matter  is  summed  up  in  the  one  word  interest.  This 
is  illustrated  by  the  common  experience  of  becoming  so 
absorbed  in  a  play  or  a  book  or  in  the  performance  of  a 
master  musician  as  to  become  oblivious  to  everything  else 


CONCLUDING  SALES  135 

for  the  time  being.  Salespeople  who  are  genuinely  inter- 
ested in  their  merchandise  because  they  have  studied  it 
enough  to  appreciate  it,  and  who  are  imbued  with  the 
modern  spirit  of  business,  —  service  to  customers,  —  will 
seldom  lack  that  concentration  which  counts  so  much  in 
successful  selling. 

Interruptions.  The  most  earnest  efforts  to  achieve  con- 
centration may,  however,  be  set  at  naught  by  unfortunate 
interruptions,  of  which  the  following  are  common  examples  : 
(i)  customers  inconsiderately  ask  all  sorts  of  questions  of 
salespeople  who  are  engrossed  in  sales ;  (2)  salespeople 
make  unnecessary  remarks  to  co-workers  and  so  divert  atten- 
tion at  critical  moments ;  (3)  a  salesman  is  sometimes  called 
to  the  telephone  when  about  to  consummate  a  sale. 

In  the  first  case  courtesy  demands  that  a  customer  be 
politely  answered,  but  the  reply  may  be  as  brief  as  is  con- 
sistent with  good  service  ;  the  second  case  need  not  occur 
many  times  if  the  salesman  will  take  a  dignified  stand  with 
his  fellow-workers  in  regard  to  the  seriousness  of  his  work  ; 
in  the  third  case  the  call  must  be  answered,  and  circum- 
stances will  dictate  how  best  to  serve  the  waiting  customer. 
Self-control  and  resourcefulness  are  valuable  allies  in  such 
unexpected  situations,  enabling  one  to  do  the  right  thing  at 
the  right  moment  without  nervous  or  mental  perturbation. 

Meeting  difficulties.  It  is  to  be  feared  that  sales  are 
sometimes  lost  because  salespeople  are  too  indolent  or  too 
indifferent  to  do  their  full  part  in  meeting  objections,  pro- 
curing information,  or  seeking  the  help  of  a  higher  authority. 
The  sale  recounted  in  the  following  incident  would  have 
been  lost  if  the  salesman  had  not  taken  the  trouble  to  meet 
with  authority  the  difficulties  raised  by  the  customer. 


136  A  TEXTBOOK  ON  RETAIL  SELLING 

A  child's  mahogany  chair  was  desired.  There  were  only 
three  chairs  in  stock,  and  as  all  had  been  on  display  they 
were  somewhat  rubbed  and  dulled  from  handling.  The  cus- 
tomer selected  the  one  which  she  liked  best,  and  said  she 
would  take  the  chair  if  the  price  were  lowered  on  account 
of  its  shopworn  appearance.  Although  the  salesman  knew 
that  the  policy  of  the  house  prohibited  the  marking  down  of 
any  piece  of  merchandise  in  the  presence  of  a  customer,  he 
offered  to  see  the  buyer  about  it.  Before  leaving  for  this 
purpose  he  took  pains  to  have  the  customer  comfortably 
seated.  He  soon  brought  back  authoritative  word  that  the 
chair  could  not  be  reduced,  but  that  before  delivering  it  the 
store  would  have  it  well  rubbed  and  polished,  restoring  its 
original  freshness.  As  the  customer  had  intended  to  take  it 
with  her  in  her  automobile,  she  objected  to  the  delay  which 
this  treatment  would  entail. 

"  What  would  they  put  on  to  freshen  it  ?  "  she  asked. 

"  A  light  furniture  oil  such  as  you  use  for  rubbing  up 
tables  and  chairs  in  your  home,"  was  the  reply. 

"  Well,  then,  I* '11  take  it  and  have  it  done  at  home  rather 
than  wait." 

The  sale  was  concluded  easily  and  pleasantly  and  seemingly 
to  the  customer's  entire  satisfaction. 

Unpleasant  publicity.  A  salesman  occasionally  obtains 
desired  information  so  awkwardly,  discourteously,  or  unwill- 
ingly that  a  customer  loses  all  interest  in  the  article  which 
had  at  first  seemed  attractive. 

A  customer  wished  to  get  a  soap  dish  to  go  in  a  green- 
and-white  bathroom.  She  had  selected  a  plain  white-enameled 
one,  and  was  about  to  pay  for  it  when  she  noticed  on 
another  table  a  similar  dish  in  green  and  white.  "  There," 
she  said  to  herself,  "  if  that  is  n't  too  expensive,  I  '11  get 
that."  She  inquired  the  price,  but  the  salesgirl  did  not  know. 


CONCLUDING  SALES  137 

Another  salesgirl  near  by  did  not  know.  Then  the  first  girl 
shouted  to  a  man  far  away  in  the  rear  of  the  department : 
"  Say,  what  is  the  price  of  this  green  soap  dish  ?  The  lady 
does  n't  want  to  buy  it,  but  she  wants  to  know  the  price." 
The  customer  did  not  buy  it. 

Excuses  for  not  buying.  Many  excuses  are  offered  for 
not  purchasing  merchandise  which  has  been  examined,  and 
sometimes  these  statements  are  merely  roundabout  ways  of 
saying,  "  I  do  not  want  it."  Such  remarks  should  always 
be  taken  in  a  professional  rather  than  a  personal  spirit, 
without  manifestation  of  disappointment,  and  nearly  always 
some  fitting  response  may  be  made  which  will  leave  a  good 
impression  and  may  lead  to  the  customer's  return.  A  list 
of  specimen  excuses  is  given.  The  student  is  asked  to 
consider  what  reply,  if  any,  may  be  made  with  good  effect, 
keeping  always  in  mind  the  possibility  of  winning  a  sale 
even  at  this  point,  or,  if  the  customer  is  not  to  be  won,  the 
importance  of  impressing  him  in  such  a  way  that  he  may 
wish  to  return  at  some  time  in  the  future. 

1.  I  am  in  too  much  of  a  hurry  to  decide  to-day. 

2.  I  want  to  look  elsewhere  first. 

3.  I  can  get  it  cheaper  at  A's. 

4.  I  will  ask  a  friend  to  come  in  and  look  at  it. 

5.  It  is  more  than  I  expected  to  pay. 

6.  I  have  n't  enough  money  with  me  to  get  it  to-day. 

7.  I  will  wait  until  the  goods  are  marked  down. 

8.  I  want  my  husband  to  see  it. 

9.  I  won't  decide  to-day. 

10.  I  am  looking  up  the  matter  for  a  friend. 

11.  I  am  too  tired  to  know  what  I  want. 

12.  I  can't  get  it  until  I  know  whether  it  matches  my  goods. 

13.  It  is  different  from  the  make  you  carried  last  year. 


138  A  TEXTBOOK  ON  RETAIL  SELLING 

14.  I  must  think  it  over. 

15.  I  think  I  will  buy  the  goods  and  have  my  dressmaker  make 
me  something. 

1 6.  It  does  n't  fit  well  enough. 

17.  The  new  styles  seem  so  queer. 

1 8.  Everything  is  so  expensive. 

19.  I  have  brought  the  wrong  glasses  and  can't  see  very  well. 

20.  I  prefer  to  get  this  at  B's  if  I  can,  because  I  have  a  charge 
account  there. 

21.  I  want  something  nicer. 

22.  This  is  not  the  color  I  had  in  mind. 

23.  I  want  to  look  in  the  basement  before  deciding. 

24.  I  don't  want  to  pay  for  alterations. 

Courtesy  at  end  of  sale.  Salespeople  should  be  mindful 
of  customers  and  attentive  to  their  needs  as  long  as  they 
remain  in  the  department.  The  delay  incident  to  wrapping 
bundles  and  obtaining  change  should  be  made  to  seem  as 
short  as  possible  by  the  showing  of  new  merchandise  or 
of  advertising  matter,  or  by  conversation  if  customers  are  so 
inclined.  But  if  a  salesman  is  not  at  liberty  to  stay  with  a 
customer  at  this  stage  because  others  are  waiting  to  be  served, 
he  should  keep  the  former  patron  in  mind  until  bundle  and 
change  are  delivered ;  that  is,  until  the  sale  is  actually  completed. 

Customers  should  be  helped  with  their  wraps,  their  bundles, 
and  their  children.  As  at  the  beginning  of  the  sale  there 
should  always  be  an  expressed  or  implied  greeting,  so  at 
the  end,  in  addition  to  "  Thank  you,"  farewell  should  be  ex- 
pressed by  a  smile  and  slight  inclination  of  the  head.  Some 
salespeople  say  "  Good  morning  "  or  "  Good  afternoon  "  as 
a  customer  is  leaving.  This  polite  custom  is  very  generally 
practiced  in  foreign  countries,  but,  oddly  enough,  it  is  not 
always  regarded  with  favor  in  the  United  States. 


CONCLUDING  SALES  139 

A  courteous  leave-taking  will  go  a  long  way  toward  making 
a  customer  forgive  and  forget  mistakes,  disappointments,  and 
omissions  in  service.  The  proprietor  of  a  certain  drug  store 
laid  the  foundation  for  future  business  with  at  least  one 
customer  by  his  politeness  at  the  end  of  an  interview.  The 
customer  had  asked  for  a  staple  article  which  he  was  unable 
to  supply.  He  expressed  regret  that  the  stock  which  he  had 
just  taken  over  was  incomplete,  then,  courteously  opening  the 
door  and  smiling,  he  remarked,  "  Thank  you  for  coming  in." 

Final  impression.  It  is  at  the  conclusion  of  the  sale  that 
the  customer  receives  his  final  impression  of  the  person  who 
has  served  him,  of  the  department,  and  possibly  of  the  store 
as  a  whole.  It  is  of  the  utmost  importance  that  his  mind 
be  filled  with  pleasant  memories  of  the  transaction.  Certain 
ideas  and  associations  are  linked  with  every  experience. 
The  mere  words  "  Fourth  of  July "  must  bring  to  the 
mind  of  every  American  many  ideas,  memories,  and  pictures. 
Firecrackers,  the  Stars  and  Stripes  floating  in  the  breeze, 
fireworks  illuminating  and  enlivening  a  warm  summer  eve- 
ning, a  picnic,  a  dinner  of  salmon  and  green  peas,  —  such 
are  some  of  the  agreeable  memories  evoked  by  the  phrase. 
To  some,  however,  the  recollection  of  the  Fourth  of  July 
can  never  be  happy  because  of  some  accident  or  loss  which 
occurred  on  that  day,  some  distressing  experience  which  the 
date  never  fails  to  recall. 

The  psychological  principle  of  the  association  of  ideas  is 
highly  applicable  to  salesmanship.  Why  is  it  that  a  customer 
will  go  year  after  year  to  the  same  store  and  the  same  sales- 
man for  shoes,  when  perhaps  another  store,  more  conveniently 
located,  carries  the  same  goods  or  a  line  equally  satisfactory  ? 
It  is  because  shoes  are  associated  in  that  customer's  mind 


140  A  TEXTBOOK  ON  RETAIL  SELLING 

with  a  certain  store,  department,  and  salesman,  and  the  service 
has  always  been  so  good  that  he  would  not  think  of  going 
elsewhere  to  supply  his  need.  When  a  purchase  of  any 
article  of  clothing,  a  hat,  for  instance,  is  being  discussed  by 
two  friends,  how  often  one  of  them  remarks :  "I  always  go 

to  Miss  C for  my  hats.    She  seems  to  know  just  what 

I  ought  to  have."  To  quote  a  well-known  advertisement, 
"  There  's  a  reason." 

QUESTIONS  AND  PROBLEMS 

1.  Why  is  it  usually  better  that  a  customer  make  a  selection 
of  merchandise  in  the  store  than  at  home  ? 

2.  What  advantages  do  you  see  in  home  selection?    What 
disadvantages  ? 

3.  What  does  sending  goods  "  on  approval "  mean  ? 

4.  Why  should  salespeople  talk  comparatively  little  when  trying 
to  close  sales  ? 

5.  Why  is  it  inadvisable  to  continue  presenting  arguments  after 
a  customer  has  decided  to  purchase  ? 

6.  What  different  uses  for  a  thermos  bottle  might  you  suggest 
to  a  customer  who  was  carefully  considering  the  purchase  of  one  ? 
an  electric  flash  light  ?  a  middy  blouse  ?  a  jackknife  ? 

7.  Explain  how  you  would  demonstrate  the  desirable  qualities 
of  a  magnifying  glass,  a  fountain  pen,  a  baseball  glove,  an  umbrella, 
a  pack  of  playing  cards,  drapery  curtains. 

8.  Describe  a  time  when  you  were  so  completely  absorbed  as 
to  forget  everything  but  your  main  interest.    Analyze  the  reasons 
for  your  absorption. 

9.  If  a  customer  who  interrupts  a  sale  wishes  more  help  or 
information  than  you  can  give  him  at  the  time,  what  should  you  do  ? 

10.  If  before  you  had  finished  with  a  customer  a  second  one 
should  ask  you  to  wait  on  him  because  he  was  in  a  hurry,  what 
would  be  your  policy  ? 


CONCLUDING  SALES  141 

11.  Show  by  means  of  concrete  examples  that  a  salesperson 
might  sometimes  be  justified  in  interrupting  the  sale  of  a  fellow- 
worker. 

12.  How  may  a  necessary  interruption  be  managed  courteously  ? 

13.  Give  examples  of  unnecessary  interruptions.    What  should 
be  the  attitude  of  the  salesperson  addressed  under  the  circum- 
stances described? 

14.  If  you  were  called  to  the  telephone  while  serving  a  cus- 
tomer, what  would  you  say  upon  leaving  the  customer  ? 

15.  If  you  feel  that  you  are  failing  with  a  customer,  yet  think 
that  he  desires  to  purchase,  what  should  you  do  ? 

16.  Under  what  circumstances   might  it  be   advisable  for  a 
salesperson  to  leave  a  customer  for  a  short  time  during  the  last 
part  of  a  sale  ? 

17.  Mention  three  cases  in  which  the  advantage  of  immediate 
buying  might  be  a  forceful  argument  in  closing  a  sale. 

18.  What  is  meant  by  "  anticipating  objections  "  ?   Give  three 
examples  to  show  how  this  may  be  done. 

19.  From  the  standpoint  of  convincingness,  discuss  the  relative 
merits  of  the  following  positive  and  negative  statements : 

a.  It  is  fast  color.    It  will  not  fade. 

b.  This  is  a  new  model. 

This  is  not  a  last  year's  model. 

c.  Is  this  the  pattern  you  wish  ? 

This  is  n't  the  pattern  you  had  in  mind,  is  it  ? 

d.  These  paints  are  safe  for  children. 
These  paints  will  not  poison  your  child. 

20.  What  should  be  done  in  case  of  prolonged  delay  in  the 
wrapping  of  bundles  or  the  return  of  change  ? 

.21.  Describe  the  most  approved  method  of  counting  back  change, 
assuming  for  purposes  of  illustration  that  a  customer  had  handed 
you  a  $2  bill  in  payment  for  a  5y-cent  purchase. 
22.  What  are  the  merits  of  the  method  described  ? 


142  A  TEXTBOOK  ON  RETAIL  SELLING 

23.  Why  is  it  a  good  plan  to  show  merchandise  to  a  customer 
who  is  waiting  for  a  parcel  or  change  ? 

24.  What  kind  of  merchandise  would  you  select  as  best  suited 
for  this  filling-in  time  ? 

25.  In  a  charge  sale  is  it  necessary  to  mention  the  price  of  an 
article  sold  if  a  customer  does  not  inquire  ?    Give  reasons  for 
your  answer. 

26.  If  you  think  the  price  should  be  mentioned  under  these 
circumstances,  how  may  it  be  brought  in  unobtrusively  ? 

27.  If  a  customer  has  several  small  bundles,  what  courteous 
suggestion  may  be  made  ? 

28.  If  after  a  customer  has  departed  you  discover  that  he  has 
left  some  of  his  possessions,  what  should  you  do  ? 

29.  Why  is  it  right  to  express  gratitude   to  customers  who 
purchase  ? 

30.  What  is  your  feeling  in  regard  to  the  greeting  "  Good 
morning  "  or  "  Good  afternoon  "  at  the  end  of  a  sale  ? 

31.  Which  is  better :  "  Come  in  again,  won't  you  ?  "  or  "  I  hope 
you  will  come  again."   Why  ? 

ASSIGNMENTS 

1.  Observe  a  sale  in  three  different  stores : 

a.  A  5-and-io-cent  store. 

b.  A  grocery  store. 

c.  A  department  store. 

2.  Note  carefully  all  points  in  the  closing  of  the  sale  and  write 
a  critical  description  of  this  part  of  each  transaction.   Include  the 
following  topics  if  possible  : 

a.  What  factors  appeared  to  influence  the  customer's  decision  ? 

b.  Did  the  customer  seem  satisfied  at  the  end  ? 

c.  If  any  interruptions  occurred,  state  what  they  were  and  how  they 
were  handled. 

d.  What  was  done  to  fill  in  any  time  of  waiting  for  change  or  parcel  ? 


CONCLUDING  SALES  143 

e.  How  was  the  sale  acknowledged  at  the  end? 

f.  In  what  ways  was  the  customer  shown  courtesy  ? 

g.  If  you  had  been  the  salesperson,  what  should  you  have  done 
differently  ? 

h.  What  was  the  most  commendable  point  in  each  sale  ?    What  was 
the  least  commendable? 

3.  Bearing  in  mind  that  the  last  thing  said  or  done  usually 
leaves  a  deep  impression,  consider  "  courteous  closings  "  this  week. 

a.  Explain  what  you  mean  by  a  courteous  ending  of  a  telephone 
conversation.    Give  an  example. 

b.  How  may  courtesy  be  shown  in  leaving  an  elevator  ?  a  street  car  ? 

c.  If  you  were  applying  for  a  position,  what  would  courtesy  demand 
of  you  at  the  end  of  the  interview  ? 

d.  Discuss  any  experience  of  the  week  which  has  impressed  you 
with  the  value  of  a  courteous  leave-taking  or  ending. 

e.  Sum  up  the  points  made  in  the  answers  to  the  preceding  ques- 
tions and  apply  them  to  a  sale. 


CHAPTER  IX 
SUGGESTION  AND  SUBSTITUTION 

"  What  is  the  value  of  window  displays  ?  "  Without  giv- 
ing much  thought  to  the  matter  the  average  person  would 
probably  answer,  "  To  attract  the  attention  of  customers." 
This  is  true,  but  it  is  not  the  whole  truth.  If  merchandise 
on  display  in  a  window  is  attractive  enough  to  cause  a  woman 
to  stop  and  look  at  it,  she  will  almost  invariably  think  of 
herself,  her  family,  or  her  friends  in  connection  with  it.  If 
it  is  a  suit  display  she  will  presumably  begin  to  consider 
the  purchase  of  a  suit  for  herself,  and  if  the  styles  exhibited 
please  her,  the  chances  are  good  that  she  will  buy  a  suit  in 
that  store.  If  toilet  goods  or  small  wares  are  shown,  most 
observers  will  note  something  long  needed  which  they  will 
decide  to  purchase  on  the  spot  before  it  is  again  forgotten. 
A  display  of  kitchen  goods  at  "  ten  per  cent  off "  is  a  re- 
minder that  it  is  a  good  plan  to  buy  needed  utensils  when 
prices  are  especially  low.  In  other  words,  window  displays 
are  chiefly  valuable  for  their  suggestive  power. 

Starting  sales  by  suggestion.  Suggestive  selling,  or  sell- 
ing by  suggestion,  is  one  of  the  most  interesting  opportuni- 
ties in  salesmanship.  It  may  sometimes  be  effectively  applied 
in  starting  a  sale.  The  wares  of  demonstrators  would  re- 
ceive scant  attention  if  they  were  not  somewhat  aggressively 
exploited  by  their  agents,  who  invite  attention  by  offering 
samples  of  their  goods.  While  a  prospective  customer  sips 

144 


145 


SUGGESTION  AND  SUBSTITUTION  147 

a  cup  of  coffee  or  munches  a  biscuit,  the  demonstrator  sets 
forth  the  merits  of  his  commodity.  If  such  an  invitation  to 
buy  is  not  made  unpleasantly  urgent,  the  method  is  entirely 
legitimate  and  is  productive  of  excellent  results. 

A  customer  who  appears  to  have  time  at  his  command 
but  who  expresses  no  specific  desire  to  be  shown  a  certain 
line  of  merchandise  may  become  interested  and  may  pur- 
chase something  if  the  suggestion  is  presented  in  an  attrac- 
tive and  reasonable  way.  Suppose  such  a  person,  a  woman, 
has  wandered  into  a  linen  section.  She  may  have  no  ex- 
pectation of  buying  anything,  but  she  likes  linens  and  there- 
fore takes  pleasure  in  looking  about  the  department.  At  a 
favorable  moment  a  salesman  may  inquire:  "Have  you  seen 
the  new  line  of  Webb's  towels  which  we  have  just  received 
from  Belfast?  They  are  extra  heavy  huck,  good  size,  and 
remarkably  good  value  at  $3  a  dozen."  Or  he  may  speak 
of  a  "  new  luncheon  set,  serviceable,  yet  dainty,  of  fine,  firm 
linen  with  hand-embroidered  edge."  In  addition  to  describ- 
ing the  merchandise,  he  will,  of  course,  show  it.  No  sale 
may  result  at  the  time,  but  in  the  long  run  the  effort  will 
not  be  wasted. 

Two  kinds  of  merchandise  may  be  so  arranged  as  to  sell 
each  other  by  suggesting  the  desirability  of  the  combination. 
This  principle  is  delightfully  illustrated  in  the  charming 
flower  shop  shown  on  page  145.  So  perfect  is  the  arrange- 
ment of  flowers  in  the  beautiful  baskets,  jars,  and  vases 
carried  by  the  shop  that  flowers  and  receptacles  are  alike 
irresistible.  In  this  case  it  may  seem  that  the  merchandise 
does  all  the  suggesting,  but  its  suggestive  power  is  due 
to  the  artistic  sense  and  imagination  of  the  person  who 
arranged  the  display,  knowing  what  would  attract  the  public. 


148  A  TEXTBOOK  ON  RETAIL  SELLING 

Continuing  sales  by  suggestion.  In  many  cases  sales  are 
started  readily  enough  by  a  customer's  asking  for  a  definite 
thing  which  is  easily  supplied,  but  sales  may  frequently  be 
continued  by  a  skillful  use  of  suggestion.  A  man,  for  exam- 
ple, buys  a  sweater  at  a  sporting-goods  house.  He  explains 
that  a  heavier  grade  than  is  first  shown  is  needed  because 
he  is  going  on  a  two  weeks'  fishing  trip  and  will  require 
a  very  warm  garment.  This  hint  is  enough  for  the  sales- 
man. Being  an  experienced  angler  himself,  he  readily  pic- 
tures the  conditions  which  the  customer  will  meet  —  the 
mild  discomforts  and  occasional  bad  luck  which  accompany 
such  excursions  as  well  as  their  delightful  and  exhilarating 
features.  With  genuine  enthusiasm  he  suggests  one  thing 
after  another  which  he  knows  to  be  useful  to  fishermen  and 
campers.  Some  of  the  articles  mentioned  have  been  already 
obtained,  but  he  succeeds  in  selling,  in  addition  to  the  sweater, 
an  oilskin  coat,  a  compass,  a  light,  folding  lantern,  a  prepara- 
tion to  ward  off  mosquitoes,  and  a  cheap  watch  with  a  leather 
fob.  The  customer  is  delighted  with  his  purchases ;  his  holi- 
day mood  is  heightened ;  and  he  feels  that  the  salesman  who 
threw  himself  so  heartily  int.o  the  situation  is  a  friend  for 
life.  In  such  simple  and  natural  ways  customers  are  agree- 
ably led  to  make  purchases  which  might  otherwise  not  have 
been  made  at  all  or,  more  likely,  would  have  been  made  at 
a  later  day  in  another  store. 

Avoidance  of  overper suasion.  Suggestive  selling  becomes 
unethical  when  goods  are  pressed  so  urgently  that  a  customer 
buys  against  his  will  and  judgment.  This  is  one  of  the  most 
serious  errors  which  a  salesman  can  commit.  The  goods 
should  be  presented  as  being  merely  of  possible  interest  and 
use,  and  the  response  of  the  customer  should  dictate  further 


SUGGESTION  AND  SUBSTITUTION  149 

action.  Thus  handled,  suggestion  may  prove  a  real  service 
in  reminding  customers  of  needs  overlooked  or  in  bring- 
ing to  their  attention  new  merchandise  which  they  are  glad 
to  possess.  Many  a  customer  is  grateful  for  help  so  easily 
obtained. 

A  saleswoman  in  a  children's  clothing  department  related 
this  experience  : 

While  on  their  way  to  the  matinee,  two  ladies  were 
attracted  by  a  child's  dress  displayed  in  our  window.  It 
was  of  smocked  chambray  and  was  specially  priced  at  $1.50. 
They  came  to  the  department,  and  after  examining  the  dress 
with  a  good  deal  of  care,  bought  four  of  that  style.  Unaware 
that  they  were  intending  to  go  to  the  theater,  I  suggested 
other  dresses  and  one  lady  said  to  the  other,  "  This  is  so 
interesting  and  the  young  lady  seems  so  willing  to  show  us 
everything,  let 's  give  up  the  matinee."  The  fact  that  they 
were  seated  in  comfortable  chairs  and  that  the  department 
was  quiet  and  orderly  may  have  been  partly  responsible  for 
their  decision  to  remain  in  the  store.  As  I  showed  various 
models  the  customers  expressed  surprise;  they  had  not 
known  that  there  were  so  many  pretty  styles  and  materials, 
they  said.  I  sold  four  more  gingham  dresses  at  $1.95  up- 
wards, a  French  linen  dress  at  $5,  and  two  middy  blouses 
and  skirts.  One  of  the  customers  was  so  pleased  with  our 
merchandise  that  she  opened  an  account. 

Cooperation  with  other  departments.  Suggestive  selling 
has  more  than  one  application.  The  most  valuable  sales- 
people are  interested  not  alone  in  increasing  their  own  sales 
and  the  business  of  their  own  departments  but  also  in  ex- 
tending the  business  and  usefulness  of  the  store  as  a  whole. 
Salespeople  should  form  the  habit  of  thinking  of  the  mer- 
chandise which  they  are  asked  to  sell  in  relation  to  other 


150  A  TEXTBOOK  ON  RETAIL  SELLING 

lines  of  goods  with  which  it  is  closely  associated.  A  great 
many  women  buy  a  suit  in  the  spring  and  another  in  the 
autumn.  Nearly  always  a  waist  and  gloves  to  go  with  the 
suit  are  purchased  within  a  month.  It  is  obvious  that  a  cus- 
tomer will  save  time  and  trouble  by  selecting  the  waist  and 
gloves  immediately  after  buying  the  suit,  while  she  can  easily 
try  them  with  it.  If  this  is  done,  this  unit  of  clothing,  as 
it  may  be  called,  will  all  be  ready  at  the  same  time,  and  the 
customer  will  not  be  subjected  to  the  inconvenience  of  buy- 
ing something  in  a  hurry  to  meet  an  unexpected  demand. 

Salespeople  who  have  a  practical  and  thorough  under- 
standing of  all  phases  of  their  work,  and  who  really  take 
pleasure  in  helping  customers  find  the  thing  which  best 
meets  their  needs,  are  often  able  to  make  suggestions 
which  are  gratefully  accepted.  That  such  thoughtful  service 
may  sometimes  involve  personal  sacrifice  is  shown  by  the 
following  incident : 

The  parents  of  a  young  lady  about  to  be  married  set  out 
to  buy  her  wedding  veil,  as  she  was  unable  to  attend  to  this 
purchase  herself.  When,  many  years  before,  her  mother  had 
procured  her  own  wedding  veil,  she  had  bought  the  requisite 
amount  of  tulle,  and  the  veil  had  been  fashioned  at  home. 
So  she  and  her  husband  went  to  the  veiling  department 
prepared  to  repeat  this  experience.  The  girl  who  waited  on 
them  said  she  had  the  material  and  would  be  glad  to  sell  it 
to  them,  but  that  most  people  preferred  to  buy  the  veils  all 
made,  ready  to  wear.  This  caused  less  trouble,  and  the  veil 
was  sure  to  be  right.  She  referred  them  to  the  wedding- 
outfit  section  on  another  floor  and  suggested  that  they  ask 
for  Miss  S.  As  the  advice  seemed  good,  the  parents  followed 
it  and  secured  the  services  of  Miss  S.,  who  first  gave  them 
chairs,  then  asked  which  girl  on  the  floor  was  most  like  their 
daughter  in  appearance.  The  girl  selected  served  as  model, 


SUGGESTION  AND  SUBSTITUTION  151 

and  the  sale  was  soon  made,  so  pleasantly,  comfortably,  and 
competently  that  the  parents  related  the  experience  to  their 
friends,  always  mentioning  the  two  "exceptionally  nice  girls" 
who  had  served  them  so  well.  It  is  thoughtful  salesmanship 
like  this  which  wins  the  confidence  and  good-will  of  the  public. 

Salespeople  should  hold  themselves  responsible  for  knowl- 
edge of  all  lines  of  merchandise  closely  related  to  their  own. 
Occasionally  a  buyer  places  the  same  kind  of  merchandise 
on  sale  in  more  than  one  part  of  a  store.  Those  who  sell 
in  the  regular  department  should  know  about  these  isolated 
offerings,  which  are  usually  specially  priced  and  which  some- 
times please  customers  who  will  buy  nothing  from  the 
regular  line. 

A  customer  who  wished  to  purchase  some  black-and-white 
shepherd's  check  remarked  to  the  salesman  in  the  dress- 
goods  section :  "  These  checks  look  like  the  pieces  on  the 
bargain  table  over  there.  Are  they  the  same  thing  ? "  He 
replied,  "  I  really  do  not  know ;  I  have  n't  looked  at  the 
table."  The  customer  felt  uncertain  about  the  value  of 
the  goods  and  took  samples  only,  eventually  making  the 
purchase  in  another  store. 

There  is  much  need  of  cooperation  between  salespeople 
selling  the  same  or  nearly  the  same  merchandise,  as  in  the 
instance  just  cited,   and  also  between  those  whose  goods 
supplement  each  other.    For  example,  when  a  customer  buys 
a  fountain  pen  he  usually  needs  to  get  fountain-pen  ink  for 
filling  it,  but  the  ink  is  often  sold  in  a  different  section 
by  another  person.    Under  these  circumstances  a  conversa- 
tion somewhat  after  this  fashion  frequently  takes  place : 
CUSTOMER  (about  to  leave,  having  just  received  his  pur- 
chase).   Oh,  I  want  some  ink  to  go  with  this.    What  is  the 
best  kind  ? 


152  A  TEXTBOOK  ON  RETAIL  SELLING 

SALESPERSON.  You'll  have  to  ask  the  other  girl  about 
that. 

CUSTOMER.    Can't  you  sell  it  to  me  ? 

SALESPERSON.  No ;  that  girl  down  there  is  in  charge  of 
the  ink. 

Half  a  dozen  weak  points  in  the  salesmanship  exhibited 
in  this  brief  dialogue  will  readily  be  discerned.  Salespeople 
should  eagerly  avail  themselves  of  opportunities  to  play  into 
each  other's  hands  and  should  transfer  customers  so  pleas- 
antly and  promptly  that  the  change  will  be  hardly  realized. 
In  nearly  all  departments  such  opportunities  exist.  There 
are  fabric  gloves  and  kid  gloves ;  sterling  silver  and  plated 
silver  ;  black  silks  and  colored  silks  ;  tin  ware  and  enameled 
ware ;  domestic  rugs  and  imported  rugs.  Cooperation  be- 
tween the  members  of  a  department  and  between  related 
departments  is  not  merely  a  matter  of  helping  each  other ; 
it  has  a  more  important  bearing  in  insuring  good  service 
to  customers. 

Indifferent,  uncooperative  workers  are  sometimes  not  suffi- 
ciently alive  to  respond  to  a  suggestion  presented  by  a 
customer,  as  in  the  case  of  one  who,  in  an  upholstery  depart- 
ment, wished  to  look  at  a  certain  kind  of  silk  for  curtains. 
Before  the  slow-motioned  saleswoman  showed  anything,  the 
customer's  eye  was  caught  by  an  unusual  couch  cover, 
only  one  corner  of  which  was  visible  as  it  lay  folded  on  the 
counter.  Apparently  annoyed  by  the  slight  delay,  the  sales- 
woman said  unsmilingly,  "  Did  you  want  to  look  at  silks  ? " 

"  Yes,  I  do,"  the  customer  responded,  "  but  I  am  simply 
fascinated  by  this  Persian  couch  cover." 

Reluctantly  moving  away  from  the  embroidered  cover,  the 
customer  selected  and  bought  the  silk.  While  it  was  being 
wrapped  at  the  cashier's  desk,  she  glanced  again  in  the 


SUGGESTION  AND  SUBSTITUTION  153 

direction  of  the  admired  cloth.  "  The  colors  are  beautiful," 
she  murmured.  The  saleswoman  made  no  comment,  did 
not  even  unfold  the  cover,  and  the  customer  passed  out  of 
the  department. 

Futile  questioning.  Success  in  suggestive  selling  is  de- 
pendent to  a  great  extent  upon  power  to  stimulate  a  cus- 
tomer's imagination.  It  is  therefore  the  merchandise  — 
its  usefulness,  beauty,  novelty,  comfort  —  which  should  be 
brought  forward  rather  than  the  idea  of  buying  an  addi- 
tional but  indefinite  something.  Salespeople  seldom  accom- 
plish anything  when  they  strive  to  augment  their  sales  by 
inquiring : 

1.  Is  that  all? 

2.  Is  there  anything  else  ? 

3.  What  else? 

4.  You  did  n't  want  anything  else,  did  you  ? 

5.  What  else  can  you  think  of? 

6.  Was  there  something  else,  now  ? 

7.  Nothing  else,  was  there  ? 

When  thus  questioned,  customers  usually  answer  "  No  "  ; 
sometimes  they  reply  absent-mindedly,  "  Well,  I  think  I  did 
want  something  else,  but  I  can't  remember  what  it  was  "  ; 
seldom  do  they  buy  anything  more  unless  they  had  intended 
to  anyway,  irrespective  of  any  questioning. 

Substitution  a  form  of  suggestion.  The  principle  of  sub- 
stitution is,  in  reality,  the  application  of  suggestion  to  a  situ- 
ation in  which  a  customer  fails  to  find  the  precise  thing 
which  is  sought.  Advertisers  of  well-known  products  often 
make  the  statement  that  there  is  nothing  "just  as  good," 
and  warn  the  public  "  to  accept  no  substitutes."  There  is 
no  doubt  that  substitution  may  be  and  has  often  been  carried 


154  A  TEXTBOOK  ON  RETAIL  SELLING 

too  far ;  but,  on  the  other  hand,  good  service  demands  that 
an  effort  be  made  to  satisfy  a  disappointed  customer,  who 
alone  can  decide  whether  or  not  the  proffered  substitute 
will  be  acceptable. 

Presenting  new  ideas.  New  ideas,  even  when  well  sup- 
ported, are  slow  of  adoption.  Higher  education  for  women 
was  considered  an  unwise  if  not  a  dangerous  innovation  back 
in  the  sixties ;  and  not  long  ago  a  brand-new  type  of  educa- 
tion embodied  in  home-economics  courses  had  to  make  its 
way  against  the  opposition  of  many  who  believed  that  no 
departure  from  the  more  strictly  cultural  form  of  education 
should  be  permitted. 

Like  this  tenacity  to  old  and  accustomed  habits  of  thought 
is  the  persistence  with  which  some  people  cling  to  what 
they  "  have  always  had."  They  seem  to  dislike  and  some- 
times even  to  resent  a  change  to  something  different.  Yet 
since  manufacturers  are  constantly  improving  their  output 
and  are  placing  on  the  market  new  things  which  it  is  ad- 
vantageous to  try,  it  is  reasonable  to  assume  that  a  customer 
who  asks  for  an  old-fashioned  article  or  for  something 
which  has  been  superseded  and  greatly  improved  in  the 
course  of  years  may  be  induced  to  consider  a  substitute  if 
it  is  properly  presented.  But  such  a  person  will  probably 
be  disinclined  to  accept  the  new  and  untried  article  unless 
it  is  explained.  As  at  the  close  of  the  sale  it  is  usually 
futile  to  ask,  "  Is  there  anything  else  ?  "  so,  when  the  article 
called  for  is  not  in  stock,  it  is  unwise  to  inquire,  "  Would 
anything  else  do  ?  "  or  "  Would  you  like  to  see  anything 
else  ? "  If  the  nearest  approach  to  the  customer's  demand 
is  shown  with  a  courteous  explanation,  it  will  often  prove 
to  be  satisfactory. 


SUGGESTION  AND  SUBSTITUTION  155 

A  saleswoman  reports  this  experience  as  an  illustration  of 
the  practicability  of  substitution  : 

An  excited  customer  came  into  the  sweater  department, 
sat  down,  and  said,  "  I  want  a  sweater;  it  must  be  short, 
handmade,  and  by  no  means  fancy."  Here  was  a  problem, 
for  most  of  our  handmade  sweaters  were  of  a  fancy  weave 
and  nearly  all  were  long.  I  showed  her  the  plainest  short 
sweater  we  had,  but  she  did  not  like  it.  "  Is  that  all  you 
have  ?  "  she  inquired.  Although  it  was  the  only  short,  hand- 
made sweater  we  had,  I  did  not  say  so  but  brought  one  a 
little  longer  with  a  belt.  Then  I  showed  one  still  longer, 
with  a  shawl  collar,  and  finally  induced  her  to  try  on  a  long 
sweater  with  a  very  pretty  blue  collar.  It  was  becoming  to 
her,  and  she  was  pleased  with  it.  "  That  is  beautiful,"  she 
said ;  "  I  will  take  it."  When  she  left  she  thanked  me  and 
said  I  had  sold  her  something  she  had  not  supposed  she 
would  care  for,  but  that  her  mind  was  changed,  and  she  knew 
she  would  always  like  what  she  had  bought. 

There  is,  perhaps,  no  such  thing  as  a  fixed  idea. 


QUESTIONS  AND  PROBLEMS 

1.  If  you  suggest  and  show  goods  to  a  customer  who  does  not 
buy,  how  may  your  efforts  yet  be  productive  of  good  ? 

2.  'Describe  the  circumstances  of  a  purchase  which  was  first 
suggested  by  a  window  display. 

3.  Why  might  it  be  advantageous  to  buy  an  extra  quantity  of 
the  following  items  ? 

Laundry  soap  Films  for  a  kodak 

Material  for  a  little  boy's  suit  Yarn  for  a  sweater 

Buttons  for  shirts  Shoe  strings 

Christmas  cards  Shot  for  a  rifle 

Links  for  automobile  chains 


156  A  TEXTBOOK  ON  RETAIL  SELLING 

4.  Give  an  illustration  from  your  own  experience,  if  possible, 
of  something  which  was  purchased  as  a  result  of  a  salesperson's 
suggestion. 

5.  Why  is  it  unethical  to  force  merchandise  on  an  unwilling 
or  hesitant  customer  ? 

Q.  Why  is  it  poor  business  to  do  so  ? 

7.  If  you  were  selling  any  one  of  the  items  given  below,  what 
merchandise  carried  in  the  department  might  you  suggest  as  a 
logical    additional    purchase?    Mention    two    or   more    things    in 
each  case. 

Shoes  Men's  neckties  Thread 

Stationery  Sheet  music  Baseballs 

Lace  curtains  Toilet  soap  Paint 

8.  What  related  merchandise  (sold  in  another  department)  might 
be  suggested  in  connection  with  the  sale  of  the  following  items : 

A  doll  carriage  Skates 

An  evening  gown  A  smoking-jacket 

Christmas-tree  decorations  A  typewriter 

A  coffee  percolator  A  hat 

A  traveling  bag  Garden  seeds 

9.  How  can  you  learn  enough  about  related  lines  of  merchandise 
to  suggest  them  intelligently  ? 

10.  Why  is  it  desirable  to  refer  a  customer  to  a  particular  sales- 
person (whom  you  know  to  be  efficient)  in  another  department? 
Give  three  reasons. 

11.  Discuss  all  the  points  of  good  salesmanship  brought  out  in 
the  sale  of  the  wedding  veil. 

12.  At  the   end  of  this   sale  what  articles   might  have  been 
suggested  to  the  parents  as  having  been  possibly  overlooked  by 
the  daughter? 

13.  Why  does    a   buyer    sometimes    place    lots   of   the    same 
merchandise  on  sale  in  several  different  parts  of  a  store  ? 


SUGGESTION  AND  SUBSTITUTION  157 

14.  Rewrite  the  dialogue  between  the  customer  and  the  girl  who 
sold  the  fountain  pen,  presenting  an  example  of  good  salesmanship. 
Give  reasons  for  the  chief  points  in  your  revision. 

15.  What  is  meant  by  esprit  de  corps  ?    Show  how  a  salesperson 
imbued  with  this  spirit  may  (i)  strengthen  his  own  department 
and  (2)  strengthen  the  store. 

16.  Give  an  instance  from  your  own  experience,  if  possible,  in 
which  a  substitution  proved  so  satisfactory  that  the  article  originally 
asked  for  was  no  longer  desired. 

17.  How,  without  giving  offense,  can  you  persuade  a  customer 
to  substitute  a  new  and  becoming  style  of  suit  for  the  old-fashioned, 
unbecoming  type  she  has  always  worn  ? 

ASSIGNMENTS 

1.  A  lady  and  her  two  children  are  to  spend  the  summer  at  the 
seashore.    She  comes  to  you  to  buy  a  bathing-suit  for  herself  and 
for  each  of  the  children,  a  girl  of  five  and  a  boy  of  nine.     The 
children  are  with  her.     In  the  form  of  a  dialogue  write  a  full 
account  of  the  sale  as  you  would  endeavor  to  conduct  it,  making 
liberal  use  of  suggestion.    At  the  end  of  your  paper  give  a  brief 
description  of  all  the  articles  sold,  with  their  prices.    Merchandise 
actually  seen  in  the  stores  should  be  described,  as  far  as  possible. 

2.  What  arguments  may  be  advanced  in  favor  of  aluminum 
kitchen-ware  as  a  substitute  for  tin  or  enamel  ?    Make  a  careful, 
written  analysis. 

3.  Imagine  yourself  a  clerk  in  a  grocery  store.    Make  a  list  of 
the  foodstuffs  you  would  advise  a  party  of  four  men  to  take  on 
a  two  weeks'  fishing  expedition. 

4.  If  you  were  a  clerk  in  a  drug  store,  what  would  you  suggest 
for  a  first-aid  kit  for  this  same  party  ? 


CHAPTER  X 
EXCHANGES 

History  of  the  exchange  policy.  As  stated  in  the  first 
chapter,  Mr.  Wanamaker  was  the  first  merchant  in  the  United 
States  to  establish  and  put  into  practice  the  principle  of  allow- 
ing customers  to  return  merchandise  with  which  they  are  not 
satisfied  and  of  granting  a  refund  of  the  original  purchase 
price.  Mr.  Wan&nak'er's  announcement  of  this  policy,  made 
in  1865,  was  worded  thus  : 

Any  article  that  does  not  fit  well,  is  not  the  proper  color 
or  quality,  does  not  please  the  folks  at  home,  or  for  any 
other  reason  is  not  perfectly  satisfactory  should  be  brought 
back  at  once,  and  if  it  is  returned  as  purchased,  within  ten 
days,  we  will  refund  the  money.  It  is  our  intention,  always 
to  give  value  for  value  in  every  sale  we  make,  and  those 
who  are  not  pleased  with  what  they  buy  do  us  a  positive 
favor  to  return  the  goods  and  get  the  money  back.1 

The  notice  caused  a  sensation.  Many  asserted  that  busi- 
ness could  not  be  profitably  conducted  on  such  a  basis  of 
privilege ;  but  Mr.  Wanamaker  contended  that  customers 
were  not  receiving  privileges,  but  were  being  accorded  .rights 
by  this  policy,  which,  he  declared,  operated  as  advantageously 
to  the  store  as  to  the  customers.  On  this  point  he  said  : 

1  This  announcement  and  Mr.  Wanamaker's  explanation  are  quoted 
from  the  "  Golden  Book  of  the  Wanamaker  Stores,"  which  may  be  con- 
sulted for  a  more  complete  history  of  the  exchange  policy  and  for  other 
interesting  material  relative  to  this  subject. 

158 


EXCHANGES  159 

Besides  balancing  benefits  between  the  merchant  and  his 
customers,  it  automatically  served  notice  on  the  manufac- 
turer that  the  standard  of  his  product  must  be  so  raised  and 
maintained  as  to  leave  no  room  for  complaint  about  quality. 
No  merchant  could  afford  to  patronize  a  mill  or  factory 
whose  goods  were  constantly  being  turned  back  on  his  hands. 
The  salesman  was  freed  from  all  temptation  to  misrepresent 
goods,  because  they  would  come  back  if  they  proved  to  be 
deficient. 

Abuse  of  a  privilege.1  As  time  went  on  and  the  Wanamaker 
business  flourished,  its  competitors  adopted  some  of  its  poli- 
cies, which  spread  also  to  other  cities,  until  at  length  the 
return  of  merchandise  for  exchange  or  credit  became  a  uni- 
versal practice  among  the  department  stores  of  the  country. 
However,  as  a  result  of  competition,  merchants  became  so 
liberal  in  their  exchange  policy  that  unscrupulous  customers 
grossly  abused  the  privilege,  returning  goods  which  they 
had  injured  or  had  worn  or,  as  in  the  case  of  favors  or 
table  decorations,  had  "  borrowed "  for  special  occasions. 

1  A  few  authentic  examples  of  unjust  claims  made  by  customers  may 
help  to  show  why  curtailment  of  privilege  has  become  necessary : 

A  customer  purchased  children's  clothing  to  the  amount  of  $50,  stating  at  the 
time  of  purchase  that  the  child  for  whom  the  clothes  were  bought  was  ill  and  could 
not  be  brought  to  the  city.  A  few  days  later  the  buyer  of  the  department  saw  a 
notice  of  the  child's  death  from  scarlet  fever.  About  a  week  after  this  a  box 
containing  the  original  $50  worth  of  clothing  was  returned  to  the  store  for  credit. 
The  buyer  accepted  the  merchandise,  but  carried  it  at  once  to  the  engine  room, 
where  it  was  burned. 

A  customer  brought  in  her  child  wearing  a  hat  which  she  wanted  exchanged. 
She  said  this  was  their  first  visit  downtown  since  the  quarantine  for  scarlet  fever 
had  been  lifted.  The  child  had  been  the  patient. 

An  undersized  woman  bought  a  $60  suit  which  had  to  be  nearly  made  all  over 
for  her.  The  skirt  was  shortened  six  inches,  some  fullness  was  taken  out,  the  coat 
was  all  done  over.  About  a  week  later  the  customer  was  indignant  because  the  store 
refused  to  refund  the  $60  plus  the  alteration  charges.  She  said  her  husband  did  not 
like  the  suit,  and  she  could  not  wear  it  in  his  presence. 


160  A  TEXTBOOK  ON  RETAIL  SELLING 

Customers  sometimes  demanded  and  received  full  credit  for 
merchandise  which  had  been  in  their  possession  for  months 
or  even  a  year  or  more.  During  this  time  it  had,  of  course, 
depreciated  in  value  and,  in  some  cases,  had  become  unsal- 
able. The  most  unreasonable  claims  were  granted,  for  the 
stores  acted  on  the  principle  that  the  "  customer  is  always 
right "  and  took  the  stand  that  it  is  better  to  lose  money  on 
merchandise  than  to  offend  and  lose  customers. 

Since  such  practices  inevitably  increase  the  cost  of  mer- 
chandise to  the  entire  buying  public,  placing  an  undue  burden 
on  fair-minded  customers,  most  stores  have  set  certain  limits 
to  the  return  privilege.  It  will  be  noted  that  in  his  original 
announcement  concerning  returned  merchandise  Mr.  Wana- 
maker  imposed  two  conditions  : 

1.  The  merchandise  was  to  be  in  as  good  condition  as  when 
purchased. 

2.  It  was  to  be  returned  within  ten  days. 

Time  has  proved  the  wisdom  of  these  restrictions,  which, 
with  variations,  have  been  included  in  the  regulations  drawn 
up  recently  by  the  Chambers  of  Commerce  of  many  large  cities. 

When  collective  action  such  as  this  is  taken  by  a  Chamber 
of  Commerce  or  a  Retail  Board,  the  public  is  notified  some- 
time in  advance  of  the  impending  change  through  announce- 
ments in  the  daily  papers.  The  notification  to  the  public  sent 
out  by  the  Chamber  of  Commerce  of  Cleveland  in  Novem- 
ber, 1915,  is  given  in  full,  because  it  is  comprehensive  and, 
in  spirit  and  content,  is  representative  of  the  new  rulings  of 
many  merchant  organizations. 


EXCHANGES  161 

REGARDING  RETURNED  GOODS 

RECOMMENDATIONS  OF  THE  RETAIL  MERCHANTS  BOARD  OF 
THE  CLEVELAND  CHAMBER  OF  COMMERCE 

The  recommendations  of  the  Retail  Merchants  Board, 
regulating  the  acceptance  of  returned  goods,  have  been 
approved  by  the  Cleveland  merchants. 

They  ask  the  buying  public  of  Cleveland  to  help  them 
put  the  following  recommendations  into  effect : 

I.  NONRETURNABLE  ARTICLES.    The  following  articles  for 
legal,  sanitary,  or  other  reasons  cannot  be  accepted  for  return : 

1.  Bedding  and  mattresses. 

2.  Garments  that  have  been  altered  for  the  purchaser. 

3.  Shoes  which  have  been  altered. 

4.  Combs,  hair  brushes,  and  toothbrushes. 

5.  Hair  goods  and  hair  ornaments. 

6.  Rubber-goods  sundries. 

7.  Women's    hats  which   have   been   made  specially  to  the 
customer's    order. 

8.  All  goods  cut  from  the  piece  at  the  request  of  the  customer. 

9.  All  merchandise  which  has  been  made  to  order  or  specially 
ordered  and  which  is  not  carried  regularly  in  stock. 

II.  RETURNABLE   ARTICLES.     Any   article    of    merchandise  . 
which  for  some  good  reason  is  to  be  returned  to  a  store  must 
be  returned  within  a  reasonable  time  —  two  business  days^ 

III.  CONDITION;  SALES  CHECKS 

1.  No  article  will  be  accepted  for  return  unless  it  is  in  its 
original  condition  and  boxing. 

2.  No  merchandise  of  any  kind  which  has  been  used  will  be 
accepted  for  return. 

3.  The  sales  check  must  accompany  all  returned  merchandise. 

1  The  time  limit  varies  in  different  cities  from  a  minimum  of  two  days 
to  a  maximum  of  two  weeks.  Indianapolis  allows  three  business  days ; 
San  Francisco,  four ;  Boston,  six  (though  one  Boston  store  in  the  spring 
of  1917  set  a  two-day  limit  for  the  return  of  trimmed  hats). 


162  A  TEXTBOOK  ON  RETAIL  SELLING 

IV.  GIFTS 

1.  Gifts  of  all  kinds  (Christmas,  wedding,  birthday,  etc.)  if 
returned  will  be  accepted  only  in  exchange  for  other  merchandise 
and  will  not  be  credited  on  the  account  of  the  person  receiving 
the  gift. 

2.  Gifts  may  be  returned  for  exchange  at  current  prices  only. 

V.  UNJUST  DEMANDS.    The  names  of  all  customers  who  con- 
tinually make  unjust  claims  upon  the  merchants  and  of  customers 
who  return  C.  O.D.  merchandise  will  be  reported  to  a  central 
clearing  house.    Such  information  will  eventually  become  a  part 
of  the  credit  information  supplied  every  merchant. 

VI.  DEPOSITS  ON  "  WILL  CALL  "  PURCHASES.   A  deposit  of 
not  less  than  25  per  cent  of  the  purchase  price  will  be  required 
on  all  "  will  call  "  purchases. 

VII.  NONRETURNABLE  TAGS.    Uniform  tags  will  be  supplied 
for  use  on  articles  bought  with  the  privilege  of  return.    If  these 
tags  have  been  removed  from  an  article  it  will  not  be  accepted 
for  return. 

Any  article  bought  with  the  privilege  of  return  will  be  consid- 
ered sold  and  not  returnable  if  the.  merchant  is  not  advised  within 
two  business  days  that  it  is  to  be  returned. 

Please  cooperate  in  a  reform  which  will  be  a  benefit  in  every 
way  to  everyone  in  this  community. 

The  recommendations  were  signed  by  fifteen  firms. 

Advantages  of  the  exchange  policy.  The  fact  that  the  ex- 
change policy  has  stood  the  test  of  more  than  fifty  years  in 
practice  is  sufficient  evidence  of  its  soundness.  It  operates 
ideally  when  intelligent  salespeople  and  reasonable  customers 
come  together,  and  even  under  less  favorable  circumstances 
its  advantages  are  believed  to  outweigh  its  disadvantages. 
In  this  policy  customers  have  a  guaranty  of  satisfaction 
which  tends  to  make  them  buy  more  freely  since,  except  in 
the  case  of  special  sales  and  a  few  nonreturnable  lines  of 
goods,  no  sale  need  be  final.  They  may  also  shop  almost 


EXCHANGES  163 

unrestrictedly  on  approval,  a  privilege  especially  appreciated 
by  those  who  prefer  to  try  on  garments  comfortably  at  home 
or  who  wish  to  try  the  effect  of  an  article  in  the  house  before 
making  a  decision.  To  the  store  the  chief  advantage  lies  in 
the  fact  that  any  misstatement,  misrepresentation,  or  lack 
of  reliability  in  service  or  merchandise  is  almost  sure  to  be 
reported  and  investigated,  with  the  result  that  buyers  and 
salespeople  are  on  guard  to  prevent  dissatisfaction.  In  this 
way  the  policy  helps  to  establish  a  firm's  reputation  for 
liberality  and  fair  dealing. 

Disadvantages  of  the  exchange  policy.  The  main  disad- 
vantages of  this  system  are  (i)  injury  to  the  stock,  which,  when 
returned,  may  have  to  be  marked  down  as  a  result  of  handling 
and  packing ;  (2)  the  expense  involved  in  delivering  goods 
which  may  not  be  finally  sold ;  (3)  the  expense  of  collecting 
and  transporting  returned  goods;  (4)  possible  loss  of  cus- 
tomers for  merchandise  which  is  out  subject  to  exchange. 

While  it  is  inevitable  that  some  merchandise  be  returned 
for  exchange  or  credit,  the  percentage  of  such  returns  is 
abnormally  high  in  some  departments  because  of  poor  sales- 
manship. It  is  much  less  trouble  to  suggest  that  a  customer 
take  something  home  and  try  it  because  "you  can  return  it 
if  you  don't  like  it "  than  to  discover  the  real  need  and 
endeavor  in  every  way  to  satisfy  it  while  the  customer  is  in 
the  store.  Another  unfortunate  tendency  of  unintelligent 
salespeople  is  to  encourage  a  customer  to  have  several  articles 
sent  home  for  leisurely  consideration  when  the  purchaser 
might  easily  be  led  to  make  a  decision  on  the  spot.  White 
skirts  may  be  taken  as  an  example.  Let  us  suppose  that  a 
customer  who  has  decided  to  lay  in  a  supply  for  summer 
wear,  finds  more  styles  and  more  kinds  of  materials  than  she 


1 64  A  TEXTBOOK  ON  RETAIL  SELLING 

has  known  about.  There  seems  to  be  a  great  range  of  price, 
also.  She  tries  on  some  skirts  over  her  wool  suit,  but  the 
effect  is  not  entirely  good,  and  it  is  difficult  to  tell  about  the 
size.  The  saleswoman  has  brought  out  quantities  of  stock 
but  has  been  of  mechanical  assistance  only.  Perceiving  that 
the  customer  appears  to  be  in  a  hurry  and  that  a  decision 
is  not  being  reached,  the  saleswoman  suggests  sending  out  a 
half-dozen  styles,  a  proposal  to  which  the  customer  hastily 
assents,  hoping  that  in  this  way  she  may  find  something  that 
will  do  and  that  her  time  in  the  store  will  not  have  been 
utterly  wasted.  Many  such  cases  occur,  and  they  are  often 
entirely  unnecessary. 

Checking  excessive  use  of  the  return  privilege.  Some 
stores  have  put  a  check  on  the  wholesale  practice  of  sending 
on  approval  by  limiting  the  number  of  pieces  which  may  be 
sent,  setting  the  number  as  low  as  three,  or  even  two,  in 
certain  departments.  This  has  proved  to  be  a  wise  prohibi- 
tion, because  it  enables  a  store  to  serve  the  great  majority 
of  its  patrons  more  satisfactorily  than  is  possible  when  a 
large  proportion  of  unsold  merchandise  is  out  of  the  store. 
It  also  strengthens  and  stimulates  the  efforts  of  the  weaker 
salespeople.  There  are  other  methods  designed  for  weak 
or  insatiate  customers.  Section  V  in  the  Cleveland  Chamber 
of  Commerce  announcement  shows  that  undesirable  cus- 
tomers are  watched  and  are  not  indulged  indefinitely  in  their 
unreasonable  claims.  A  courteous  letter  of  inquiry  is  some- 
times sent  to  such  customers,  urging  them  to  report  any 
failure  on  the  part  of  the  store  in  respect  to  service,  mer- 
chandise, policy,  or  system  which  might  account  for  the 
excessive  amount  of  merchandise  returned.  The  intimation 
is  that  unless  the  store  is  at  fault  it  may  be  advisable  to 


EXCHANGES  165 

close  the  account  of  the  person  addressed,  as  business  done 
on  such  a  fluctuating  basis  is  unsatisfactory  to  the  patron 
and  unprofitable  to  the  store. 

It  is  evident  that  an  over-liberal  policy  may  have  a  demor-  ) 
alizing  effect.  In  the  course  of  a  century  the  pendulum  of/ 
trade  has  swung  far  in  two  directions.  In  the  earlier  period 
of  storekeeping,  before  Mr.  Stewart  and  others  had  estab- 
lished their  high  principles  of  business  procedure,  many 
merchants  took  every  possible  advantage  of  customers.  Now, 
in  our  time,  the  situation  has  been  reversed  ;  some  customers 
have  imposed  upon  merchants.  Both  extremes  are  illogical, 
uneconomic,  and  unethical.  It  is  to  be  hoped  that  the  era  of 
sane,  reasonable,  honest  trading  which  we  are  now  entering 
will  be  permanent. 

The  salesmanship  of  exchanges.  The  attitude  of  sales- 
people toward  customers  who  wish  to  make  an  exchange  or 
obtain  a  refund  is  often  criticized.  Any  salesman  would 
naturally  prefer  to  make  a  regular  new  sale  than  go  to  the 
trouble  of  exchanging  an  article  or  of  having  a  credit  or 
refund  slip  made  out.  But  individual  preference  is  not  the 
point  of  emphasis.  So  long  as  the  policy  of  the  store 
allows  the  return  of  merchandise,  the  conscientious  and  cour- 
teous handling  of  such  a  transaction  is  as  much  a  part  of  a 
salesman's  duty  as  the  first-hand  sale  of  goods.  Customers 
are  embarrassed  and  offended  when  salespeople  appear  to  re- 
sent being  asked  to  make  an  exchange  or  to  take  back  goods. 
It  is  ill-bred,  selfish,  and  shortsighted  to  meet  legitimate 
requests  of  this  sort  in  an  unwilling  spirit.  Aside  from 
the  human  aspect  of  the  question,  which  should  prompt  a 
salesman  to  think  of  himself  in  the  customer's  place,  there 
is  always  the  possibility  that  a  request  for  a  refund  if  well 


1 66  A  TEXTBOOK  ON  RETAIL  SELLING 

handled  may  be  converted  into  an  exchange  or  that  a  new 
sale  may  be  developed  along  a  new  line.  Both  refunds  and 
exchanges  offer  excellent  opportunities  for  the  exercise  of 
good  salesmanship. 

A  customer,  accompanied  by  her  daughter,  entered  a  silk 
department.  Both  were  much  attracted  by  a  piece  of  silk 
displayed  on  the  counter. 

"  I  like  this  piece  so  much  better  than  the  one  I  bought 
yesterday,"  said  the  customer  to  the  salesman. 

"  We  will  exchange  it  for  you,  madam,  if  you  wish,  but  the 
piece  you  bought  is  much  the  smarter  of  the  two,"  he  replied. 

The  customer's  doubts  would  have  been  settled  by  this  if 
her  daughter  had  not  so  greatly  admired  the  piece  which 
they  were  both  seeing  for  the  first  time.  The  salesman  again 
remarked  that  if  the  customer  would  bring  in  the  silk  bought 
the  day  before,  they  would  be  glad  to  exchange  it,  but  that  if 
style  were  any  consideration  the  original  purchase  could  not 
be  equaled  in  the  department.  After  a  good  deal  of  thought 
and  discussion  the  customer  finally  said,  "  Well,  I  will  take 
seven  yards  of  this  for  my  daughter  and  will  keep  for  myself 
the  silk  I  bought  yesterday." 

Six  linen  handkerchiefs  at  12^  cents  each  were  returned 
by  a  customer  with  the  explanation  that  she  did  not  need 
them  and  wished  a  refund.  The  salesgirl  saw  at  once  that 
the  handkerchiefs  were  of  a  better  grade  than. the  store  was 
then  carrying  at  that  price,  so  she  told  the  customer,  as  a 
matter  of  interest,  that  owing  to  war  conditions  the  same 
handkerchief  had  advanced  to  1 5  cents.  The  customer  had 
been  unaware  of  the  linen  shortage  and  was  so  impressed  • 
by  the  advancing  prices  and  the  probable  disappearance  of 
linen  from  the  market  that  (although  she  said  she  had  a 
good  supply  of  handkerchiefs  on  hand)  she  not  only  kept  the 
six  she  had  intended  to  return  but  bought  an  extra  dozen 
at  1 5  cents  each. 


EXCHANGES  167 

A  young  girl  bought  a  $30  coat  and  seemed  entirely  satis- 
fied with  it,  but  as  her  mother  was  not  pleased  with  it,  the  coat 
was  taken  back  to  the  store  by  the  mother  and  daughter  and 
a  credit  asked  for.  The  mother  explained  that  she  disliked  the 
color  and  thought  the  price  too  high.  She  allowed  the  sales- 
man to  show  the  $25  coats,  which  were  the  next  lower  in 
price,  but  these  were  not  satisfactory.  The  salesman  thought, 
to  himself :  "  They  are  going  to  buy  a  coat  somewhere.  The 
daughter  is  easily  pleased ;  I  am  going  to  win  the  mother." 
Removing  from  sight  the  coats  not  admired,  he  showed  some 
$35  models,  bringing  out  all  the  good  points  regarding  the 
material,  the  lining,  and  the  style.  The  mother  finally  said 
that  she  thought  the  $35  coats  were  worth  the  difference  in 
price,  and  selected  one  for  her  daughter.  She  then  asked  the 
salesman  to  show  her  something  for  herself.  To  his  great 
surprise  she  soon  decided  on  a  coat  at  $40. 

In  practically  all  stores  certain  merchandise  is  not  return- 
able for  hygienic  or  other  reasons,  and  in  most  stores  milli- 
nery is  one  of  the  restricted  lines.  There  is  usually  somewhere 
in  the  department  a  sign  similar  to  this  one,  observed  in  a 
New  York  store :  "  For  the  benefit  of  our  customers  milli- 
nery is  not  exchanged  or  credited."  It  sometimes  happens, 
however,  that  a  rule  even  so  rigid  as  this  is  set  aside  for 
good  and  sufficient  reasons ;  and  when  this  is  done  no  com- 
ment or  criticism  should  be  made  by  salespeople,  who  should 
give  as  good  service  to  the  exchange  customer  as  to  any  other. 

A  lady  who  was  a  friend  of  a  member  of  the  firm  in 
a  certain  store  which  carries  only  expensive  merchandise 
was  unwilling  to  buy  a  hat  until  her  husband  had  seen  and 
approved  her  selection.  She  explained  the  situation  to  the 
firm  member  and  was  authorized  by  him  to  have  the  hat 
she  liked  sent  home  on  approval.  As  her  husband  was  not 
pleased  with  it,  she  brought  it  back  and  was  received  most 


1 68  A  TEXTBOOK  ON  RETAIL  SELLING 

unpleasantly  in  the  department.  Without  waiting  for  ex- 
planation, the  saleswoman  pointed  to  a  sign,  saying  "There 
is  the  sign  about  exchanges."  Even  after  the  circumstances 
had  been  explained  and  the  exchange  arranged  for,  the  atmos- 
phere remained  hostile  and  uncompromising.  After  the  sales- 
woman had  remarked,  "  I  should  think  you  tried  that  hat 
on  times  enough  to  know  whether  it  was  becoming,"  and 
had  tried  on  one  or  two  others  in  a  spiritless  way,  she  said 
contemptuously,  "  Probably  there  are  no  hats  here  that  you 
would  like  for  the  price  you  want  to  pay."  The  customer  will 
never  again  attempt  to  buy  a  hat  in  that  store. 

Charge  accounts  and  credits.  It  is  a  store's  charge  cus- 
tomers who  make  most  extensive  use  of  the  exchange  and 
credit  privilege,  because  they  are  in  a  position  to  enjoy  most 
fully  the  conveniences  of  this  system.  Cash  customers  are 
entitled  to  the  same  privileges,  but  since  they  are  ordinarily 
obliged  to  visit  the  store  in  person  for  an  exchange  or  re- 
fund (unless  it  is  a  case  of  an  "even  exchange,"  involving 
no  new  element  or  the  handling  of  any  money)  they  are 
more  likely  to  make  their  purchases  thoughtfully  and  with 
the  expectation  of  having  them  final.  Charge  customers  are 
put  to  no  trouble  in  returning  goods.  The  store's  delivery 
wagon  calls,  and  the  credit  is  entered  on  the  account. 
Nothing  could  be  simpler  for  the  patron.  But  there  is 
sometimes  trouble  in  store,  for  when  the  bills  are  received 
the  credit  is  often  found  to  be  incorrectly  entered.  An 
entry  of  "  under  credit,"  a  smaller  amount  than  is  due  the 
customer,  is  usually  accounted  for  in  one  of  two  ways : 

T  .  The  sales  check  and  price  tag  having  been  removed  by 
the  customer,  the  salesman  who  makes  out  the  credit  slip 
trusts  to  his  memory  for  the  price  instead  of  ascertaining  it 
by  comparison  or  by  inquiring  of  an  authority.  The  latter 


EXCHANGES  169 

method  is  usually  the  safer  because  of  the  possibility  of  a 
reduction  in  price  since  the  article  was  purchased. 

2.  Price  tags,  when  present,  are  sometimes  marked  so 
illegibly  as  to  be  incorrectly  read. 

Neither  cause  is  sufficient  excuse  for  errors,  which  are 
costly  in  respect  to  the  labor  involved  in  correcting  them,  in 
annoyance  to  customers,  and  in  a  store's  lowered  reputation 
for  efficiency. 

The  personal  element  in  exchanges  may  count  even  more 
than  in  ordinary  sales.  Some  customers  are  timid  about 
taking  goods  back  to  a  store ;  others,  annoyed  because  the 
merchandise  was  not  right,  are  in  a  disagreeable  mood ; 
nearly  all  are  sensitive  if  there  seems  to  be  any  misunder- 
standing about  price.  People  are  almost  invariably  indignant 
if  their  credit  is  at  all  questioned.  Some  will  not  permit 
C.O.D.'s  to  be  sent,  because  this  method  of  payment  may 
seem  to  reflect  upon  their  financial  standing.  For  these 
reasons  diplomacy  and  patience  are  qualities  needed  by  all 
who  have  anything  to  do  with  exchange  customers. 

QUESTIONS  AND  PROBLEMS 

1.  What  rules  regarding  returned  merchandise  have  been  made 
by  the  stores  of  this  city  ? 

2.  Name  any  stores  which  as  yet  have  set  no  restrictions. 

3.  If  different  rules  govern  the  return  of  goods  in  basement 
stores,  explain  the  distinction  and  give  the  reasons  for  it. 

4.  What  is  the   policy  of   5-and-io-cent   stores   regarding  ex- 
changes and  cash  refunds  ?    Account  for  it. 

5.  Why  are  goods  not  returnable  when  sold  at  reduction  sales  ? 

6.  Explain  why  each  of  the  nine  items  mentioned  under  the 
heading ""  Nonreturnable  Articles  "  (in  the  Cleveland  announcement) 
is  on  the  restricted  list. 


A  TEXTBOOK  ON  RETAIL  SELLING 

7.  Explain  the  two  rules  under  IV  ("  Gifts  "). 

8.  What  weak  points  in  salesmanship  are  suggested  in  the 
hypothetical  sale  of  white  skirts  ? 

9.  What  is  the  policy  of  two  leading  stores  known  to  you  in 
regard  to  the  number  of  pieces  which  may  be  sent  on  approval 
from  the  fur-coat  department  ?    How  many  women's  suits  may 
be  sent?  men's  suits?  books? 

10.  Explain  fully  the  undesirable  features  of  exchange  from 
the  standpoint  of  the  store ;  the  customer ;  the  salesperson. 

11.  Of  what  special  advantage  to  a  store  are  its  cash  customers? 

12.  Why  do  stores. solicit  charge  accounts? 

13.  Make  a  list  of  the  advantages  enjoyed  by  charge  customers. 

14.  Find  out,  if  practicable,  what  proportion  of  the  business  of 
any  one  department  store  is  represented  by  its  charge  accounts. 

15.  Some  salespeople  are  inclined  to  give  better  service  to 
charge  customers  than  to  cash  customers.    Why  is  this  practice 
to  be  condemned  ? 

16.  Comment  on  this  advice  given  a  customer  by  a  salesman 
in  a  high-grade  shoe  store :    "  You  'd  better  open  an  account ; 
you  will  get  much  better  service." 

17.  Name  any  store  or  stores  whose  business  is  conducted  on 
a  cash  basis. 

18.  Account  for  the  fact  that  prices  in  cash  stores  tend  to  be 
lower  than  in  other  stores.    Give  at  least  two  reasons. 

19.  What  are  "  deposit  accounts,"  sometimes  carried  by  cash 
stores  ? 

20.  In  what  ways  are  deposit  accounts  of  greater  advantage 
to  a  store  than  ordinary  charge  accounts  ? 

21.  Describe  any  store  of  the  "  self-serve  "  type  with  which  you 
are  familiar.    Give  at  least  five  factors  which  make  low  prices 
possible  in  these  stores. 

22.  Printed   on   the    sales    check  of  nearly  all   stores  is  this 
statement :   "  In  case  of  error  or  return  of  goods  this  slip  must 
be  presented."    Give  at  least  three  reasons  for  this  regulation. 


EXCHANGES  1 71 

23.  Why  is  the  rule  not  strictly  enforced  by  many  stores  ? 

24.  Do  you  think  it  should  be  enforced  ?    Give  reasons  for 
your  answer. 

25.  Who  is  responsible  for  marking  price  tags  ? 

26.  Who  is  responsible  for  attaching  them  to  merchandise  ? 

27.  What  is  the  salesperson's  responsibility  in  regard  to  price 
tags  on  merchandise  ? 

28.  If  the  tags  are  missing  from  returned  merchandise,  what 
should  the  salesperson  do? 

29.  What  methods  can  you  suggest  for  training  your  memory 
in  respect  to  the  prices  of  merchandise  ? 

30.  Why  is  it  to  your  advantage  to  be  sure  of  prices  ? 

31.  Make  a  list  of  ways  in  which  an  accurate  memory  may  help 
you  to  advance. 

32.  Who,  besides  salespeople,  have  any  contact  with  customers 
who  return  merchandise  for  credit  or  exchange  ?   What  contact  do 
they  have  ? 

ASSIGNMENTS 

1.  Taking  as  the  subject  of  a  debate  the  policy  expressed  in 
the  dictum  of  some  stores :  "  The  customer  is  always  right,"  out- 
line fully  the  arguments  on  both  sides  of  the  question.    From  your 
own  experience,  that  of  your  friends,  that  of  salespeople  in  the 
stores,  or  from  trade  journals,  get  stories  of  exchanges  to  illustrate 
both  sides  of  the  argument. 

In  conclusion  give  your  own  opinion  on  the  subject  and  the 
reasons  on  which  it  is  based. 

2.  The  Cleveland  Chamber  of  Commerce  announcement  ends 
with  this  request: 

Please  cooperate  in  a  reform  which  will  be  a  benefit  in  every  way  to 
everyone  in  this  community. 

Explain,  in  writing,  how  the  reforms  which  are  recommended 
would  operate  to  the  benefit  of  your  community  from  the  stand- 
point of  (i)  health  and  (2)  economy. 


CHAPTER  XI 
SERVICE 

Widespread  expression  of  the  service  ideal.  Service  as  a 
practical  working  ideal  is  applied  nowadays  to  many  lines 
of  endeavor.  Perhaps  no  other  principle,  unless  it  be  effi- 
ciency, has  received  so  much  emphasis  in  the  last  decade 
from  able,  earnest,  thinking  people.  Animated  by  a  desire 
to  meet  the  real  needs  of  the  public,  to  serve  the  people 
better  and  more  fully,  many  types  of  institutions  have  re- 
vised their  methods  with  marked  increase  in  vitality  and 
effectiveness.  The  movement  has  found  expression  among 
churches  in  the  organization  of  clubs  and  classes  designed 
to  bring  people  of  common  interests  together  in  a  pleasant 
and  helpful  relation  ;  it  has  stimulated  municipalities  better 
to  safeguard  the  interests  and  lives  of  the  citizens  and  to 
make  larger  provision  for  their  enjoyment ;  it  has  impelled 
universities  to  undertake  widespread  extension  work  whereby 
some  of  the  advantages  of  higher  education  are  made  available 
to  those  who  cannot  go  to  college.  A  new  profession,  that  of 
social  service,  is  one  of  the  most  far-reaching  manifestations 
of  the  great  awakening  which  this  movement  for  social  better- 
ment has  brought  to  all  the  world.  It  is  but  natural  that  busi- 
ness, with  its  sensitiveness  to  every  phase  of  current  activity, 
should  reflect  the  new  spirit  and  that  business  men  with 
characteristic  energy,  insight,  and  readiness  to  act  should 
develop  an  expression  of  it  on  a  basis  of  concrete  usefulness. 

172 


SERVICE  173 

Competition  on  the  basis  of  service.  There  is  another 
reason,  besides  concurrence  in  a  popular  movement,  for  the 
adoption  of  the  service  principle  as  a  business  policy.  Every 
large  city  has  two  or  three  or  several  stores  carrying  prac- 
tically the  same  grade  of  merchandise.  Certain  lines  are 
likely  to  be  duplicated,  because  buyers  from  different  stores 
frequently  visit  the  same  markets.  Moreover,  buyers  send 
out  assistants,  known  as  comparison  shoppers,  whose  busi- 
ness it  is  to  study  and  bring  back  information  about  the 
merchandise  carried  by  other  stores.  Prices  also  are  re- 
ported and  any  new  ideas  concerning  displays  or  demon- 
strations which  the  observer  is  able  to  glean.  Since  the 
attracting  power  of  merchandise  has  thus  become  more  or 
less  equalized  among  stores  of  the  same  class,  a  competi- 
tion of  service  has  developed,  merchants  now  seeking  to  win 
and  hold  customers  by  offering  them  advantages  in  the  form 
of  certain  comforts,  conveniences,  and  opportunities  free  to  all 
who  enter  the  store,  whether  purchasers  or  not.  In  large  stores 
these  service  features,  as  they  are  called,  are  developed  on  a 
large  scale,  patrons  receiving,  in  many  respects,  as  complete 
and  courteous  attention  as  is  accorded  by  the  finest  hotels. 

Service  features  of  stores.  The  following  is  a  list  of 
some  of  the  service  features  established  by  stores  for  the 
convenience  of  the  public  : 

1.  A  service  bureau  whose  activities  include  the  purchase  of 
theater,  railroad,  and  steamship  tickets ;  calling  messengers  and 
cabs ;  furnishing  store  guides  and  shopping  assistants ;  giving  in- 
formation of  various  kinds. 

2.  Writing  and  reading  rooms  equipped  with  stationery,  maga- 
zines, newspapers   of  leading  American   cities,  a  dictionary,   arid 
directories  of  near-by  towns. 


174  A  TEXTBOOK  ON  RETAIL  SELLING 

3.  A  "  silent  room  "  where,  in  a  darkened  atmosphere,  tired 
customers  may  rest. 

4.  A  hospital  with  a  trained  nurse  in  attendance.   (Emergency 
cases  are  often  treated  in  the  store.-)  A  "coryza  "  room  is  sometimes 
provided  for  the  treatment  of  head  colds. 

5.  A  nursery  where  children  may  be  left  in  competent  charge 
while  mothers  are  shopping. 

6.  Wheeled  chairs  for  the  use  of  invalids. 

7.  Parcel-checking  stations. 

8.  A  branch  of  the  public  library. 

9.  Elevators. 

10.  Public  telephones. 

11.  A  post  office. 

12.  Free  delivery  of  purchases. 

13.  A  telegraph  and  cable  office. 

14.  A  wireless  station. 

In  some  of  the  largest  stores  there  is  an  auditorium  in 
which  concerts  and  other  entertainments  of  a  high  order 
are  given.  Art  exhibits  are  sometimes  held.  Restaurants, 
barber  shops,  shoe-polishing  stands,  manicuring  and  sham- 
pooing parlors  are  maintained  for  the  convenience  of  the 
public,  sometimes  with  little  or  no  profit  to  the  firm.  It 
is  manifest  that  one  may  spend  an  entire  day  in  a  store 
with  pleasure  and  profit  to  one's  self  without  buying  a  single 
piece  of  merchandise.  Yet  as  advertising,  as  a  means  of 
attracting  customers  and  of  keeping  people  in  the  store, 
these  hospitable  arrangements  are  believed  to  be  a  good 
investment. 

Service  rendered  by  the  mail-order  department.  A  mail- 
order department  is  not  ordinarily  considered  a  service  feature 
of  a  store,  but  such  it  unquestionably  is  to  those  who  live 
in  the  country,  too  far  from  the  stores  to  do  their  shopping 


175 


SERVICE  177 

personally.  The  letters  which  a  firm  receives  from  its  out- 
of-town  customers  are  given  most  careful  attention  by  a 
force  of  workers  whose  time  is  devoted  exclusively  to  this 
part  of  the  business.  Mail-order  departments  are  expensive. 
Many  times  it  is  necessary  to  send  merchandise  on  approval. 
Three  or  four  coats  may  be  shipped  when  it  is  expected 
that  only  one  will  be  selected.  Possibly  all  will  be  returned 
at  the  expense  of  the  store.  Customers  often  fail  to  make 
their  meaning  clear  in  letters  and,  consequently,  the  wrong 
goods  may  be  sent.  Heavy  transportation  charges,  the 
expense  of  letter-writing  and  postage,  and  the  cutting  of 
many  samples  are  other  large  items  in  the  cost  of  such 
a  department,  which  is  sometimes  so  unprofitable  that  it  is 
considered  chiefly  valuable  as  a  means  of  advertising. 

To  show  how  painstakingly  mail-order  shoppers  endeavor 
to  serve  their  unknown  customers,  parts  of  two  letters  are 
quoted  —  one  written  by  a  customer  living  many  miles  dis- 
tant from  a  large  Western  city,  and  the  other  the  reply  sent 
to  her  by  the  firm  which  she  addressed.  As  a  result  of 
previous  correspondence  this  customer  had  received  some 
buttons  which  were  not  satisfactory.  She  wrote : 

I  am  returning  the  buttons  by  parcel  post  as  they  are 
not  exactly  what  I  wanted.  They  are  too  heavy  for  the  silk. 
Please  send  me  something  in  a  dark-green-and-gold  cloth  or 
braid  button,  one  dozen  large  size  and  one  dozen  smaller 
size,  light  weight.  Send  the  nearest  you  have  or  can  get 
for  me,  by  return  mail,  as  I  need  the  dress  by  Wednesday. 
Also  please  send  me  twelve  small  tassels  of  green  and  gold. 
You  have  $1.40  to  my  credit,  and  I  sent  $18.75,  making 
$20.15  m  a^-  Your  bill  came  to  $27.61.  I  am  returning 
the  buttons,  $2.05,  leaving  a  balance  due  you  of  $5.41, 
which  I  inclose.  Please  send  bill  with  buttons. 


1 78  A  TEXTBOOK  ON  RETAIL  SELLING 

The  firm  replied  as  follows : 

Yours  of  the  26th  instant  received,  and  in  reply  we  would 
state  that  we  have  nothing  in  green-and-gold  buttons  or 
tassels  as  ordered.  We  tried  all  the  stores,  endeavoring  to 
procure  the  goods  for  you,  but  without  success,  so  we  had 
the  tassels  made  to  order  and  have  selected  some  green 
crochet  buttons  in  two  sizes.  Of  the  smaller  size  we  can 
supply  only  eight.  These  are  all  we  have  of  this  shade  in 
any  size.  Should  the  buttons  meet  with  your  approval,  we 
would  suggest  that  a  touch  of  gold  could  be  added  by  run- 
ning gold  thread  through  them.  We  are  sending  a  spool  of 
gold  twist,  which  may  be  returned  if  not  desired.  We  regret 
that  we  were  unable  to  send  your  order  for  trimmings  on  the 
day  it  was  received,  but  as  the  tassels  had  to  be  made  to 
order,  there  was  necessarily  a  delay  of  one  day.  We  are 
sending  the  package  by  special  delivery  and  trust  it  will 
reach  you  in  due  time. 

Had  this  shopping  been  a  commission  from  the  wife  of 
the  proprietor,  it  could  not  have  been  more  conscientiously 
or  whole-heartedly  done.  Good  work  of  this  kind  must 
have  been  what  Mr.  Eben  Jordan,  the  founder  of  the  firm 
of  Jordan  Marsh  Company,  had  in  mind  when  he  expressed 
his  business  policy  in  the  well-known  maxim  "  The  better 
you  serve  your  customers,  the  better  you  serve  yourself." 

The  service  principle  reflected  in  advertising.  The 
present  trend  in  advertising,  which  features  service  and 
policy  almost  as  much  as  merchandise,  indicates  a  changed 
point  of  view  in  appealing  to  the  public.  Shortly  before 
the  opening  of  a  well-known  store  a  few  years  ago,  this 
store's  extensive  advertising  of  service,  with  no  mention 
of  merchandise,  attracted  much  attention.  Two  of  these 
advertisements  are  quoted  in  part : 


SERVICE  179 

I 

The  words  "  business  courtesy  "  shall  find  here  a  new 
definition.  They  shall  include  more  than  formal  deference 
or  the  mere  politeness  of  policy.  We  are  hosts ;  you,  our 
guests.  Everyone  here  shall  serve  you  with  a  host's  desire 
for  your  pleasure.  Patience,  time,  expert  advice,  interest 
in  your  comfort,  —  all  we  have  shall  be  yours,  —  impartial, 
inexhaustible,  complete. 

Not  servility,  but  service.  We  do  not  wish  our  people  to 
be  obsequious.  That  attitude  destroys  self-respect,  stands 
no  test,  defeats  its  purpose. 

With  allowances  for  human  limitations  and  the  occasional 
failures  of  fatigue,  salespeople,  drivers,  the  office  force  — 
all  whom  you  see  and  those  who  serve  unseen  —  extend 
to  you  "  that  politeness  which  has  its  seat  in  the  heart." 

They  are  proud  of  this  store.   Their  courtesy  is  a  welcome. 

II 
WHAT  KIND  OF  STORE  IS  IT  TO  BE? 

First  of  all,  a  reliable  store.  And  this,  so  far  as  care  and 
effort  can  achieve  it,  not  alone  in  merchandise  but  in  all 
other  matters ;  in  our  advertising,  of  course ;  in  our  deliv- 
eries ;  in  our  service,  generally ;  even  in  the  little  promises 
made  by  our  people. 

Next  to  that,  a  store  of  good  value.  Not  a  "  bargain  " 
store,  in  the  ordinary  use  of  that  word,  but  a  store  in  which 
a  little  money  will  go  as  far  as  it  can  go  anywhere  else  — 
perhaps  farther. 

Third,  a  store  of  courtesy  —  a  courtesy  that  is  something 
more  than  mouth-deep  ;  a  courtesy  that  is  due  to  all  visitors, 
whether  customers  or  not,  whether  large  purchasers  or  small 
purchasers,  whether  apparently  rich  or  apparently  poor, 
whether  or  not  themselves  courteous. 


ISO  A  TEXTBOOK  ON  RETAIL  SELLING 

Fourth,  a  progressive  store,  —  eager  to  learn,  quick  to 
apply,  constant  in  its  desire  to  improve.  Progressive  too 
in  its  social  as  well  as  its  mercantile  efforts  and  duties. 

All  this  has,  of  course,  been  said  before.  It  is  really  a 
vague  word-picture  of  the  ideal  of  every  merchant.  Like 
most  ideals,  it  is  far  easier  to  express  than  to  achieve.  What 
we  have  said  in  a  paragraph  or  two,  we  have  spent  the 
larger  part  of  our  lives  in  trying  to  attain.  But  though  we 
fall  short  of  perfection,  we  shall  continue  to  struggle  for 
it  and  to  grow  toward  it.  Reliability,  good  values,  courtesy', 
and  progressiveness  are  not  mere  words  to  us.  They  are 
deep-rooted  principles,  and  we  found  our  business  upon  them. 

Expression  of  a  sincere  desire  to  serve  the  public  is  found 
in  a  type  of  advertising  which  takes  the  form  of  a  circular 
or  letter  sent  to  all  the  customers  on  a  store's  mailing  list. 
Under  the  heading  "A  New  Year's  Letter  to  our  50,000 
Customers,"  a  firm  sent  this  message  to  its  patrons  : 

When  we  opened  our  large  new  store,  nearly  two  years 
ago,  the  merchandise  and  service  were  improved  in  like 
proportion  to  the  monumental  new  building. 

We  have  received  many  expressions  of  appreciation,  also 
helpful  and  valued  suggestions  and  criticisms. 

Our  New  Year's  resolution  is  to  make  the  -  -  Company 
as  nearly  perfect  as  human  hands  and  minds  can  make  it. 

To  this  end  we  are  anxious  to  learn  how  our  new  store 
has  served  you. 

Have  your  purchases  been  satisfactory  ? 

Has  our  merchandise  pleased  you  ? 

Have  our  salesmen  always  been  courteous  and  efficient  ? 

Has  our  service  been  remiss  in  any  way  whatsoever  ? 

WTe  want  you  to  know  of  the  many  changes  and  improve- 
ments since  the  opening  of  the  new  store,  to  see  and  en- 
joy the  enlarged  and  remodeled  floor-covering  and  drapery 


SERVICE  I8l 

shops  on  the  second  floor ;  the  new  lines  of  merchandise, 
the  art  rooms,  factories,  and  warerooms,  all  under  this  one  roof. 
We  shall  be  glad  to  hear  from  you ;  to  have  any  sugges- 
tions that  may  occur  to  you  from  your  dealings  with  us. 

Salespeople  the  chief  exponents  of  the  service  principle, 

Elaborate  systems  of  personal  service,  announcements  of 
cooperative  policy,  and  breadth  of  view  on  the  part  of  the 
management  are  fully  effective  only  when  supplemented  and 
confirmed  by  a  corresponding  attitude  on  the  part  of  the 
salespeople.  To  the  great  majority  of  customers  a  store  is 
known  and  judged  by  the  character  of  its  employees  rather 
than  by  that  of  its  managers,  and  it  is  therefore  of  the 
utmost  importance  that  the  spirit  and  performance  of  all' 
the  workers  shall  be  in  harmony  with  the  ideals  of  the 
firm.  Many  young  people  who  take  selling  positions  do 
not  grasp  the  significance  of  the  service  principle ;  they 
fail  to  see  the  human  opportunity  in  salesmanship ;  and 
some,  it  is  to  be  regretted,  are  inclined  to  assume  a 
personal  instead  of  a  professional  attitude  toward  their 
work.  A  distinction  exists  somewhat  like  that  'between 
amateur  and  professional.  An  amateur  photographer,  for 
instance,  takes  pictures  when  he  feels  like  it ;  he  may 
select  his  subjects  and  may  be  genial,  reserved,  or  crabbed 
with  them,  according  to  his  mood  or  habit.  Accountable 
to  no  one  for  his  successes  or  failures,  he  responds  to 
the  prompting  of  his  own  spirit  as  to  what  he  does  and 
how  he  does  it.  Quite  different  is  the  situation  of  the 
professional  photographer,  who  must  endeavor  to  convert 
unsatisfactory  subjects  into  promising  ones  and  must  work 
industriously  all  the  time,  placing  the  convenience  and 
pleasure  of  his  customers  before  his  own. 


1 82  A  TEXTBOOK  ON  RETAIL  SELLING 

A  salesman  bears  the  mark  of  an  amateur  when  his  atti- 
tude toward  customers  is  governed  by  personal  feeling  rather 
than  professional  judgment.  One  who  resolves  to  advance 
and  become  a  leader  must  not  attach  too  much  importance 
to  his  own  feelings  ;  he  must  take  the  world  and  its  buffets 
philosophically,  looking  upon  the  difficulties  of  the  work  as 
merely  a  part  of  the  discipline  and  training  which  bring  that 
valued  asset,  experience.  He  will  then  view  the  "  hard  " 
customer  not  as  an  unpleasant  individual  to  be  pushed  out  of 
the  store  as  soon  as  possible,  but  as  presenting  an  oppor- 
tunity for  the  study  and  mastery  of  higher  salesmanship.  It 
is  the  broad-minded,  impersonal  salesman  who  deals  success- 
fully with  people  who  are  arbitrary  and  peculiar,  and  these 
are  the  very  customers  who  recognize  and  appreciate  intelli- 
gent and  sympathetic  service.  When  satisfied,  they  are  much 
more  likely  to  become  permanent  patrons  than  persons  who 
are  easy-going  and  amiable. 

Thus  the  ultimate  interpretation  of  the  service  ideal  rests 
with  the  salespeople,  and  their  application  of  it  to  the  daily 
store  problems  is  a  test  of  character  and  ability.  Many  are 
fully  worthy  of  the  responsibility  placed  upon  them,  and  all 
will  be  when  they  learn  to  view  their  work  without  prejudice 
and  are  taught  to  appreciate  its  opportunities.  That  the 
service  ideal  works  out  successfully  in  practice  anyone  may 
prove  by  trying.  It  takes  two  to  make  a  quarrel,  and  even 
the  most  uncompromising  customers  yield  eventually  in  the 
face  of  persistent  courtesy.  A  saleswoman  contributes  the 
following  in  illustration  of  this  point  : 

I  asked  a  customer  who  approached  my  counter  if  I 
could  help  her,  and  she  answered  irritably,  "  No,  no ;  I  am 
only  looking."  Presently  she  picked  up  a  waist.  "  That  is 


SERVICE  183 

the  latest  style  in  chiffon  waists,"  I  said.  At  this  she  glanced 
at  me  not  at  all  pleasantly,  but  I  kept  on  talking  about  the 
waist  and  its  good  points.  Finally  she  said,  "  I  see  it  is  a  good 
waist,  and  that  it  is  lined  with  silk  muslin."  I  then  told  her 
how  few  of  the  waists  were  made  with  linings  of  silk  muslin, 
a  material  which  wears  much  better  than  the  net  more  com- 
monly used.  All  at  once  she  became  pleasant,  declared  she 
was  satisfied  with  the  waist,  and  would  take  it.  As  I  was 
making  out  the  sales  check  she  said,  "  I  did  not  mean  to  be 
so  cross  and  undecided,  but  I  live  outside  the  city  and  am 
all  tired  out  from  looking  around  the  stores."  The  waist  I 
had  sold  her  was  not  just  what  she  had  expected  to  buy,  she 
told  me,  but  it  was  both  pretty  and  practical,  and  she  was  well 
pleased  with  it.  When  I  gave  her  the  parcel  she  said:  "  You 
have  a  great  deal  of  patience,  and  I  hope  you  do  not  have 
many  customers  like  me.  I  shall  come  in  to  see  you  again," 
and  she  left  with  a  smile  that  made  her  a  different  woman. 

The  appreciative  friendliness  of  well-served  customers  is 
one  of  the  most  satisfying  by-products  of  salesmanship. 
A  lady  took  special  pains  to  learn  the  name  of  a  girl  in  the 
gown  department  of  a  certain  store.  "She  did  a  favor  for 
me,  and  that  is  so  unusual,  I  shall  always  remember  her,"" 
she  explained.  The  girl  had  sewed  on  a  button  which  was 
about  to  fall  from  the  customer's  coat.  Another  patron,  who- 
inquired  the  way  to  the  waiting-room,  was  disappointed  to- 
find  that  she  must  take  an  elevator  to  a  remote  part  of  the 
store.  "  I  merely  want  to  address  this  package  so  that  I  can 
mail  it  on  my  way  home  to-night,  and  I  hate  to  take  the  time 
to  go  way  up  there."  The  stock  boy  of  whom  she  had  inquired, 
knowing  that  pen  and  ink  were  obtainable  at  the  buyer's 
desk  on  that  same  floor,  suggested  that  the  parcel  might  be 
directed  there.  As  this  solution  seemed  to  be  a  great  relief 


1 84  A  TEXTBOOK  ON  RETAIL  SELLING 

to  the  customer,  the  boy  accompanied  her  to  the  desk  and 
addressed  the  bundle  for  her  to  save  her  the  trouble  of 
removing  her  gloves.  It  seemed  a  slight  service  to  the  boy, 
but  not  to  the  customer,  who,  as  she  left  the  department,  said 
in  the  most  grateful  of  tones,  "  I  am  so  glad  I  found  you." 
The  incident  brightened  the  day  for  both.  Such  attentions, 
requiring  only  a  little  thoughtfulness,  may  do  more  to  win 
the  support  and  goodwill  of  customers  than  all  the  expensive 
service  features  of  a  big  establishment. 

QUESTIONS  AND  PROBLEMS 

1.  Name  two  or  more  stores  in  this  city  which  carry  about 
the  same  grade  of  stock. 

2.  Make  a  list  of  all  the  service  features  offered  by  the  stores 
in  this  city. 

3.  Give  the  location  of  these  conveniences  in  one  store,  end 
state,  with  reasons,  whether  or  not  you  think  them  well  placed. 

4.  What  features  included  in  the  list  on  pages  173  and  174 
are  not  offered  by  any  of  your  stores? 

5.  Relate   actual    instances,  if  possible,   proving  that  service 
features  increase  the  volume  of  business  done  by  stores. 

6.  What  special  service  is  usually  offered  during  the  Christmas 
season    in    respect    to   boxes  ?    wrapping  and    labeling   bundles  ? 
souvenirs  for  children  ?  entertainment  for  children  ?  assistance  for 
shoppers  ? 

7 .  What  is  done  to  make  the  store  more  beautiful  at  this  time  ? 

8.  Describe  the  most  attractive   store  decoration  which  you 
observed  last  Christmas. 

9.  In  what  other  ways  may  the  Christmas  spirit  be  expressed 
in  a  store  ? 

10.  What    are   the  best   points    in   the    letter  written  by  the 
Western  firm  to  its  out-of-town  customer  ? 


SERVICE  185 

11.  How  may  salespeople  help  to  build  up  a  store's  mailing 
list  ? 

12.  Show    that    telephone    shopping  is  a  form  of   service   to 
customers. 

13.  Describe  the  voice,  tone,  and  manner  which  you  think  best 
suited  to  this  service. 

14.  What  would  you  say  and  do  if  a  customer  whom  you  were 
serving  should  criticize  the  service  which  he  had  just  received  in 
another  department  of  the  store  ? 

15.  How   can  you  gain  for  yourself  a  reputation  for  giving 
excellent  service  ? 

16.  How  do  stores  express  the  service  principle  in  their  attitude 
toward  and  treatment  of  employees  ? 

17.  Of  what  personal  benefit  may  it  be  to  you  to  work  in  a 
large,  progressive,  well-organized  store  ? 

18.  Name    the    principal    colleges    and    universities    of    this 
state. 

19.  Describe  any  form  of  extension  work  carried  on  by  any 
one  of  these  institutions. 

20.  Describe   one    form    of    social    service    in  which  you   are 
interested. 

21.  Name  some  well-known  organizations  for  social  service. 

ASSIGNMENTS 

"Service   is  that  which  effects  genuine  economies  for  the   customer 
and  facilitates  shopping." l 

1.  Write  the  above  quotation  in  your  notebook.     Distinguish 
between  false   and   genuine   economies,   referring    specifically  to 
certain  poor  and  good  "  bargains,"  if  possible. 

2.  Make  a  list  of  the  ways  in  which  a  skillful  and  thoughtful 
salesperson  may  "  facilitate  shopping." 

1  From  "  The  First  Advertising  Book,"  by  Paul  Terry  Cherington. 


1 86  A  TEXTBOOK  ON  RETAIL  SELLING 

3.  Study  the  elevator  service  of  one  store  and  write  a  descrip- 
tion of  it,  including  the  following  points  : 

Express  elevators,  if  any 

Duties  and  personality  of  the  starter 

Methods  and  manners  of  elevator  operators 

Cooperation  of  the  public 

The  impression  made  on  you  by  this  branch  of  store  service 

4.  Send  a  mail  order  to  a  store  for  the  following  items : 

A  pair  of  shoes  for  yourself 
Two  pairs  of  gloves  for  yourself 
A  Standard  Diary  No.  35 

Be  sure  to  give  all  details  needed  for  the  satisfactory  filling  of  the 
order.    State  method  of  payment. 

5.  As  an  assistant  in  the  mail-order  department,  write  a  letter 
acknowledging  the  above  order  and  stating  what  merchandise  has 
been  sent,  on  what  date,  and  by  what  means  of  transportation. 
Explain  that  the  store  is  temporarily  out  of  No.  35  diaries,  but  that 
one  will  be  procured  and  forwarded  in  a  day  or  two. 

Be  careful  to  make  both  letters  courteous  in  tone. 


CHAPTER  XII 
CUSTOMERS 

Consideration  of  the  question  of  service  in  the  preceding- 
chapter  brings  our  attention  to  the  relation  of  salespeople 
to  customers  who,  for  one  reason  or  another,  require  more 
than  ordinarily  thoughtful  treatment.  In  this  chapter  cer- 
tain types  of  customers  often  misunderstood  or  presenting 
special  problems  are  outlined  for  class  discussion.  The 
experience  and  observation  of  members  of  the  class  will 
undoubtedly  suggest  others. 

I.   A  SILENT  CUSTOMER 

A  lack  of  response  to  the  salesperson's  advances  is  the 
chief  difficulty  presented  by  this  type.  People  who  say 
nothing  when  addressed  and  make  no  comment  on  the 
merchandise  shown  are  not  necessarily  gloomy  or  resentful, 
although  they  may  appear  so.  If  such  a  customer  remains 
in  the  department,  it  is  safe  to  assume  that  a  purchase  will 
be  made  if  the  right  thing  can  be  found. 

1 .  How  may  this  uncommunicative  attitude  be  accounted  for  ? 

2.  What  would  be  your  attitude  toward  such  a  customer? 

3.  If  nothing  is  said,  how  can  you  judge  what  merchandise  to 
show  ? 

4.  How  may  such  a  person's  confidence  and  liking  be  won  ? 

5.  Distinguish  between  moodiness  and  diffidence  as  a  cause  of 
unresponsiveness.    How  may  each  be  counteracted  ? 

187 


1 88  A  TEXTBOOK  ON  RETAIL  SELLING 

6.  Describe  the  most  striking  characteristics,  the  tastes,  and 
the  activities  of  any  person  of  this  type  whom  you  may  know. 

II.    A  CUSTOMER  WHO  is  "Jusx  LOOKING" 

Customers  of  this  class  are  nearly  always  women.  Men  do 
not  spend  their  time  in  this  way.  There  are  three  classes 
of  this  type  : 

A.  Persons  who  do  not   expect  to   buy  at  the  time  of 
looking,  and  who,  after  examining  the  stock  with  more  or 
less  care,  do  not  buy. 

1 .  Have  you  done  this  yourself  ?    If  so,  what  was  your  purpose 
in  looking  about  ? 

2.  What  do  you  think  of  the  attitude  which  regards  such  per- 
sons as  trespassers  ?    Explain. 

3.  What  would  be  your  feeling  toward  such  customers  ? 

4.  How  do  you  like  to  be  treated  under  similar  circumstances  ? 

5.  What  opportunity  does  this  situation  present? 

6.  What  may  be  said  to  these  customers  as  they  leave  ? 

B.  Persons  who  will  buy  if  they  find  just  what  they  like. 

1.  Why  do  they  assert  that  they  are  "just  looking"  when  they 
know  that  they  may  buy  ? 

2.  If  such  a  customer  expressed  a  desire  to  look  without  assist- 
ance, what  would  be  your  policy,  and  why  ? 

3.  What  dangers  are  there  in   leaving  customers  entirely  by 
themselves  ? 

4.  How  can  you,  without  being  obtrusive,  help  a  person  to  look  ? 

C.  Persons  who  do  not  intend  to  buy  but  may  do  so  if 
favorably  impressed. 

1 .  How  may  this  attitude  be  indicated  ? 

2.  Explain  in  detail  how  you  would  try  to  develop  a  sale,  under 
these  conditions,  to  a  person  looking  for  a  hat. 


CUSTOMERS  189 

III.    AN  EMPLOYEE  OF  THE  STORE  AS  A  CUSTOMER 

1.  Give    the    rules    of    any    one    store    regarding    employees' 
shopping  within  the  store. 

2 .  What  is  the  discount  usually  allowed  on  employees'  purchases  ? 

3.  Cite  any  instances  of  a  more  liberal  discount  allowance. 

4.  Why  is  the  trade  of  its  employees  desired  by  a  firm  ? 

5.  State  three  advantages  to  employees  of  shopping  in  their 
own  store. 

6.  Account  for  the  fact  that  as  customers  they  are  not  always 
well  served.    What  would  be  your  attitude  ? 

7.  What  courtesy  is  demanded  of  employees  who  appear  as 
customers  simultaneously  with  outside  customers  ? 

8.  What  is  your  opinion  of  the  policy  of  allowing  employees  to 
charge  against  their  wages  goods  bought  in  the  store  ? 

IV.    A  TALKATIVE  CUSTOMER 

When  a  listener  is  supplied,  some  persons  seem  to  take 
great  pleasure  in  talking  about  themselves  and  their  affairs. 

1 .  Why  must  a  salesperson  be  on  guard  against  such  customers  ? 

2.  How  may  excessive  talking  be  discouraged  without  offense  ? 

3.  If  the  customer's  mind  seems  to  be  more  on  outside  matters 
than  on  the  merchandise  he  has  come  to  buy,  how  may  he  be  led 
to  concentrate  his  thoughts  on  the  purchase  ? 

4.  If  you  know  a  person  of  this  type,  characterize  that  person 
briefly. 

5.  What  do  such  people  usually  demand  of  others  ? 

6.  How  should  a  salesperson  respond  to  this  demand  ? 

V.    A  CHILD  SENT  ON  AN  ERRAND 

1.  In  what  ways  may  unscrupulous  salespeople  impose  upon 
a  child? 

2.  Why  is  it  poor  business  (as  well  as  unethical)  to  take  advan- 
tage of  a  child's  inexperience  ?    Give  three  reasons. 


190  A  TEXTBOOK  ON  RETAIL  SELLING 

3.  How,  through  the  child,  may  you  stimulate  the  mother's 
interest  in  the  store  and  the  merchandise  ? 

4.  State  as  concisely  as  possible  the  principles  of  salesmanship 
which  you  consider  most  important  in  dealing  with  children  as 
customers. 


VI.  A  CUSTOMER  WHO  is  A  STRANGER  IN  THE  CITY 

1.  Why  is  this  an  especially  good  opportunity  ? 

2.  How  can  you  impress  such  a  customer  with  your  desire  to 
be  helpful  ? 

3.  Referring  to  the  list  of  service  features  offered  by  the  stores 
of  this  city,  which  ones  would  you  take  special  pains  to  bring  to 
the  stranger's  attention  ?   Why  ? 

4.  Why  should  all  directions  be  given  with  great  care  ?  with 
special  courtesy? 

5.  In  what  ways  are  you  likely  to  be  able  to  make  profitable 
use  of  suggestive  selling  ? 

6.  Why  is  it  very  desirable  to  make  a  pleasant  impression  upon 
new  residents  ?  upon  tourists  ?  upon  guests  of  residents  ? 


VII.   A  MAN  CUSTOMER 

A  man  shopping  in  a  woman's  department  is  usually  an 
object  of  commiseration. 

1.  Why  is  this  a  hard  situation  for  him  ? 

2.  How  can  it  be  made  easier  by  the  saleswoman  ? 

3.  State  in  general  how  men  compare  with  women,  as  customers, 
in  the  following  respects : 

a.  A  tendency  to  make  quick  decisions. 

b.  A  desire  to  look  around  and  compare  before  purchasing. 

c.  Interest  in  bargains. 

d.  Liberality  in  spending. 

e.  Need  of  advice. 


CUSTOMERS  191 

4.  Why  is  slow  or  long-delayed  service  particularly  annoying 
to  men? 

5.  Is  it  justifiable  to  wait  on  a  man  out  of  turn  ? 

6.  Show  that  saleswomen  who  encourage  personal  attentions 
from  men  customers  and  who  attempt  to  make  a  social  occasion 
out  of  a  business  transaction  have  a  mistaken  attitude. 

7.  Why  do  dignity  and  self-possession  in  a  saleswoman  com- 
mand the  respect  of  men  customers  ? 

VIII.    A  WOMAN  WITH  A  YOUNG  CHILD 

1.  What  can  be  done  to  make  the  mother  comfortable  and 
rested  ? 

2.  If  the  baby,  by  crying  or  in  some  other  way,  interferes  with 
the  sale,  what  may  be  done  to  relieve  the  situation  ? 

3.  What  entertainment  or  distraction  may  be  provided  for  an 
older  child  ? 

4.  Suppose  a  self-assertive  child  does  not  fancy  a  dress  her 
mother  has  selected  for  her.    How  can  the  salesperson  create 
harmony  and  make  them  both  satisfied? 

5.  Why  is  it  well  to  show  an  interest  in  customers'  children  ? 

6.  WThat  personal  qualities  are  valuable  in  handling  sales  in 
which  small  children  figure  ? 

IX.    CUSTOMERS  PHYSICALLY  HANDICAPPED 
A.  Blind. 

1 .  What  sense  is  usually  highly  developed  ? 

2.  How  may  this  facilitate  the  sale  of  merchandise  ? 

3.  What  would  the  application  of  this  sense  reveal  to  a  blind 
customer  about  tucking  ?  texture  ?  embroidery  ?  lace  ? 

4.  Why  should  particular  care  be  taken  to  show  as  nearly  as 
possible  the  exact  thing  desired  ? 

5.  If  the  customer  is  unattended,  what  assistance  might  the 
store  provide  ? 


SI  92  A  TEXTBOOK  ON  RETAIL  SELLING 

6.  What  can  be  done  to  help  a  person  who  is  not  blind,  but 
extremely  near-sighted,  in  the  selection  of  merchandise  ? 

B.  Deaf. 

1 .  Why  is  it  that  deaf  persons  are  often  supersensitive  ? 

2.  How  can  you  guard  against  any  offense  to  their  feelings  ? 

3.  Why  should  you  avoid  very  rapid  speech  when  talking  to  a 
deaf  person  ? 

4.  What  is  lip  reading  ? 

5.  Of  what  importance  is  articulation  in  this  connection  ? 

6.  What  tone  or  quality  of  voice  carries  best  ? 

7.  If,  in  spite  of  your  best  endeavor,  the  customer  does  not 
understand  you,  what  other  means  of  communication  may  be  used  ? 

8.  If  the  store  is  very  noisy  what  would  it  be  well  to  do,  if 
practicable,  to  make  the  situation  easier  for  the  deaf  customer  ? 

C.  Invalid.    It  should  be  remembered  that  an  invalid  is 
likely  to  be   fatigued   by   exertion   before  actual   shopping 
begins. 

1 .  How  may  your  manner  express  sympathy  and  helpfulness  ? 

2.  What  quality  of  voice  is  likely  to  be  most  agreeable  to  one 
in  delicate  physical  condition  ? 

3.  Why  is  it  important  to  be  cheerful  in  the  presence  of  invalids? 

4.  In  what  ways   are   some   stores  prepared    to   give   special 
service  to  invalids  ? 

X.    A  VERY  STOUT  WOMAN 

Many  articles  of  clothing  are  made  in  extra  large  sizes, 
called  "  out  sizes,"  and  some  stores  have  established  an  extra- 
size  department  to  meet  the  requirements  of  large  women. 
Although  such  customers  are  now  more  easily  fitted  than  was 
formerly  possible,  it  is  still  often  difficult  to  supply  their 
needs  in  a  satisfactory  manner. 


CUSTOMERS  193 

1.  A  large  woman  who  wished  to  buy  a  suit  was  told,  "We 
are  all  out  of  stouts."    Criticize  this  reply. 

2.  What  would  you  have  said  ? 

3.  What  quality  enables  people  to  state  unwelcome  facts  in  a 
gracious  way  ?    How  may  this  quality  be  developed  ? 

4.  What  kind  of  lines  in  a  coat,  suit,  or  dress  make  a  stout 
woman  appear  to  the  best  advantage  ? 

5.  Does  she  appear  smaller  in  light  or  in  dark  colors  ? 

6.  Name  a  material  which  seems  to  decrease  her  size;   one 
which  has  the  effect  of  increasing  it. 

7.  How  can  you  help  a  customer  of  this  type  to  be  optimistic 
about  her  requirements  ? 

XI.  AN  ELDERLY  CUSTOMER 

1.  Why  should  the  old  be  treated  with  respect  ? 

2.  What,   besides    respect,   is  due   an   elderly   person   from   a 
younger  one  ? 

3.  What  selling  points  of  merchandise  are  most  likely  to  appeal 
to  elderly  customers  ? 

4.  What  points  usually  require  little  emphasis  ? 

5 .  What  courteous  and  helpful  attentions  may  be  shown  ? 

6.  Why  are  elderly  persons  considered  good  customers  ? 

XII.  A  FOREIGN  CUSTOMER 

It  is  not  hard  to  be  patient  and  friendly  with  foreigners 
if  we  stop  to  think  how  we  should  feel  as  customers  in  a 
foreign  country,  far  from  friends,  lonely  amid  new  surround- 
ings, and  unable  to  understand  the  conversation  of  the  people 
all  about  us. 

T.  What  countries  are  chiefly  represented  by  the  foreign  ele- 
ment in  this  city  ? 

2.  If  you  do  not  understand  the  language  spoken  by  a  foreign 
customer,  in  what  other  ways  may  you  possibly  communicate  ? 


194  A  TEXTBOOK  ON  RETAIL  SELLING 

3.  What  is  an  interpreter? 

4.  Name  any  stores  that  advertise  the  services  of  interpreters. 

5.  If  the  customer  understands  a  little  English,  how  may  you 
help  him  by   (i)  choice  of  words ;    (2)  slowness  of  utterance ; 
(3)  quality  of  voice. 

6.  How  '^provincialism  shown  by  a  person  who  laughs  at  the 
customs,  appearance,  and  speech  of  foreigners  ? 

7.  Why  do  some  foreign  customers,  especially  Italians,  take  up 
time  arguing  over  the  price  ? 

XIII.    A  CUSTOMER  WHO  is  IN  A  GREAT  HURRY 

1.  In  what  respects  is  this  an  easy  type  of  customer?  a  diffi- 
cult type  ? 

2.  What  should  be  your  foremost  thought  in  serving  such  a 
customer  ? 

3.  Under  what  circumstances  would  it  be  permissible  to  wait 
on  a  hurried  customer  out  of  turn  ? 

4.  In  what  ways  is  it  within  your  power  to  hasten  the  various 
details  of  the  transaction  ? 

5.  What  might  be  some  unfortunate  results  of  excessive  haste 
on  your  part  ? 

XIV.    A  CUSTOMER  WHO  OFFERS  A  TIP 

1.  What  is  a  tip? 

2.  Why  is  it  offered  ? 

3.  Explain  the  prevalence  of  the  tipping  custom  in  Europe. 

4.  Why  should  this  custom  be  discouraged  in  the  United  States  ? 

5.  Show  why  it  is  inadvisable  to  accept  a  tip  from  (i)  your 
own   personal  standpoint ;    (2)  that  of   the   store ;    (3)  of  other 
customers. 

6.  How  may  a  tip  be  declined  without  offense  ? 

7.  If  it  is  forced  upon  you,  what  can  you  suggest  as  to  the 
disposition  of  it  ? 


iderwood  &  Underwood,  New  Yorlc 

ITALIAN  WOMEN   IN  THE  STREETS  OF  NAPLES 
195 


CUSTOMERS  197 

8.  Name  any  restaurants,  hotels,  stores,  or  public  institutions 
which  prohibit  the  acceptance  of  tips  by  their  employees. 

9.  Suggest  probable  reasons  for  this  prohibition. 
10.  Express  your  opinion  of  it. 


XV.    A  CUSTOMER  WHO  OFFERS  CANDY 

1.  State  the  rules  of  any  one  store  regarding  gum-chewing  or 
the  eating  of  any  food. 

2.  Give  two  reasons  why  salespeople  should  not  eat  anything 
while  on  duty. 

3.  If  a  customer  insists  upon  presenting  you  with  eatables, 
what  is  it  best  to  do  with  them  ? 

4.  Why  is  it  inadvisable  to  place  food  of  any  kind  in  the 
boxes  or  drawers  of  a  department? 

5.  Instead  of  taking  surreptitious  nibbles  in  the  department, 
what  should  a  salesperson  do  if  he  feels  extremely  hungry  ?   Why  ? 

6.  Is  it  ordinarily  necessary  to  eat  between  meals  ? 

7.  Why  is  it  inadvisable,  for  most  persons,  to  form  such  a  habit  ? 

XVI.   Two  FRIENDS  MEETING  UNEXPECTEDLY 

When  this  happens  the  friends'  interest  in  each  other  is 
often  stronger,  for  the  time  being,  than  interest  in  the 
merchandise. 

1.  How  can  you  make  your  merchandise  attractive  enough  to 
engage  their  attention  ? 

2.  If  the  customers  are  inclined  to  converse  freely  about  their 
personal  affairs,  how  can  you  present  the  points  of  your  merchan- 
dise without  seeming  discourteous  ? 

3.  In  what  ways  may  the  presence  of  a  friend  help  a  sale? 
How  may  it  act  as  a  hindrance  ? 

4.  If   the   friends   differ   about   the   merchandise,    what  will 
influence  you  in  your  efforts  to  consummate  a  sale  ? 


198  A  TEXTBOOK  ON  RETAIL  SELLING 

XVII.   AN  EARLY  CUSTOMER 

Two  things  are  characteristic  of  customers  who  arrive 
soon  after  the  opening  of  a  store : 

1.  They  nearly  always  have  a  definite  purpose  in  coming,  and 
they  usually  buy. 

2.  They  are  usually  anxious  to  save  time. 

If  it  is  true,  as  has  recently  been  stated  in  print,  that 
"the  customer  who  tries  to  shop  early  gets  no  attention," 
it  rests  largely  with  the  salespeople  to  correct  this  condition, 
which  is  ordinarily  due  to  one  of  four  causes : 

1 .  Some  salespeople  are  "  off  the  floor,"  doing  their  own  shopping 
or  attending  to  other  personal  business.  This  means  a  reduced  force. 

2.  Some  are  too  much  engaged  in  conversation  with  fellow- 
workers  to  notice  the  presence  of  customers. 

3.  Some  are  busy  with  stock  work  and  are  loath  to  stop  and 
wait  on  customers. 

4.  Some  are  late  in  reaching  their  departments. 

Think  over  these  four  causes  for  the  early  customer's 
dissatisfaction  and  consider  who  is  responsible  in  each  case 
and  how  the  situation  might  be  remedied.  The  next  day 
you  work  in  a  store  observe  carefully  all  that  occurs  during 
the  first  half  hour  and  be  ready  to  report  on  it. 

Why  is  it  to  the  advantage  of  the  customer,  the  store,  and 
the  salespeople  that  customers  should  shop  early  in  the  day 
during  the  holiday  season  ? 

XVIII.   A  LATE  CUSTOMER 

1.  Why  is  it  that  customers  who  arrive  near  closing  time  often 
receive  poor  service  ? 

2.  What  advantages  do  you  see  in  waiting  upon  customers  who 
come  at  the  last  minute  ? 


CUSTOMERS  199 

3.  Name  some  classes  of  workers  whose  hours  necessitate  their 
shopping  late  in  the  day. 

4.  If  you  have  ever  bought  anything  very  near  closing  time, 
explain  how  you  happened  to  do  it  at  that  late  hour. 

5 .  What  is  your  attitude  toward  late  customers  ? 

6.  What  do  you  personally,  as  a  customer,  endeavor  to  do  in 
regard  to  late-afternoon  shopping  ? 

XIX.    BARGAIN  HUNTERS 

Most  salespeople  think  that  bargains  sell  themselves,  and 
accordingly  make  little  or  no  effort  when  placed  behind  a 
bargain  table.  , 

1 .  What  is  your  opinion  on  this  point  ? 

2.  What  are  some  of  the  questions  usually  asked  by  customers 
who  frequent  bargain  sales  ? 

3.  How  may  salespeople  obtain  the  information  necessary  for 
answering  these  questions  ? 

4.  In  what  respects  are  bargain  hunters  easy  customers  ? 

5.  In  what  respects  are  they  hard  customers  ? 

6.  What  kinds  of  valuable  experience  may  be  gained  from  selling 
at  a  bargain  table  ? 

XX.   A  TELEPHONE  CUSTOMER 

1.  In  answering  a  customer's  telephone  call,  why  is  it  better  to 
give  the  name  of  the  department  than  to  say  "  Hello  "  ? 

2.  Under  what  circumstances  would  it  be  advisable  to  give 
your  own  name  in  the  first  place  ? 

3.  In  what  ways  may  courtesy  be  shown  over  the  telephone  ? 

4.  Give  an  example  to  show  the  difference  between  a  courteous 
and  a  discourteous  answer. 

5.  How  can  you  make  sure  that  you  have  taken  a  telephone 
order  correctly  ? 


200  A  TEXTBOOK  ON  RETAIL  SELLING 

6.  In  what   respects   is   a   telephone   customer .  at   a   disad- 
vantage ? 

7.  How  may  these  disadvantages  be  lessened  by  the  sales- 
person who  answers  ? 

8.  In  case  of  an  unavoidable  delay  in  responding  to  a  cus- 
tomer's request,  what  should  be  done  to  show  that  he  or  she  has 
not  been  forgotten  ? 

9.  If  necessary  to  call  someone  else  to  the  telephone,  what 
precautions  should  be  taken  ? 

10.  Why  should  the  receiver  be  put  back  gently  at  the  end  of 
the  conversation  ? 

1 1 .  Discuss  three  important  points  in  the  salesmanship  of  tele- 
phone shopping. 

12.  Why  is  it  considered  an  honor  to  be  the  one  selected  from 
a  department  to  serve  telephone  customers  ? 

13.  Mention   five  ways  in  which    consideration    for  the    per- 
son at  the  other  end  of  the  line  may  be  shown  by  users  of  the 
telephone. 

1 4.  How  can  you  cooperate  with  the  switchboard  operator  ? 

15.  Explain  fully  what  is  meant  by  the  hygienic  use  of  the 
telephone. 

XXI.   A  PROVINCIAL  CUSTOMER 

1 .  Why  is  the  country  customer  often  ridiculed  ? 

2.  What  is  your  opinion  regarding  such  an  attitude  on  the  part 
of  a  salesperson  ? 

3.  In  what  ways  are  people  who  live  in  rural  districts  at  a 
disadvantage  ? 

4.  What  advantages  do  they  enjoy  ? 

5.  Why  are  the  farmers  said  to  be  "  the  backbone  of  the 
country  "  ? 

6.  Why  is  rural  trade  accounted  good  business  ? 

7.  How  may  a   salesperson    cooperate  with   the    mail-order 
department  in  regard  to  rural  trade? 


CUSTOMERS  203 

ASSIGNMENTS 

1.  Ask  three  persons  of  your  acquaintance  how  they  wish  to 
be  treated  when  they  state  that  they  are  "  only  looking."    Make  a 
concise  written  report  of  their  answers.    Note  in  addition  anything 
which  is  displeasing  to  them  at  such  a  time. 

2.  Visit  children's  departments  in  several  stores.1   Observe  what 
provisions  are  made  for  the  comfort  and  enjoyment  of  the  children. 
Suggest  additional  attractions  which  might  increase  business. 

3.  Start  a  supplementary  list  of  types  of  customers  who  seem 
to  you  especially  difficult  or  interesting.    After  each  heading  state 
the  leading  thing  to  be  kept  in  mind  in  that  particular  case. 

4.  Distinguish  between  tact  and  flattery,  and  give  an  example  of 
each  drawn  from  salesmanship.    What  is  your  opinion  of  the  use 
of  flattery  as  an  auxiliary  of  salesmanship  ? 

1  Shoe,   toy,   and   millinery   departments    are    often   distinctive.    See 
illustration,  page  201. 


CHAPTER  XIII 
USE  OF  RESOURCES 

Of  the  lessons  of  the  Great  War,  perhaps  none  will  prove 
to  have  been  of  more  lasting  benefit  to  the  American  people 
than  that  of  conservation.  Habits  of  wastefulness  and  ex- 
travagance had  been  characteristic  of  the  nation  as  a  whole 
in  the  prosperous  years  before  the  war,  and  a  world  crisis 
was  apparently  needed  to  bring  us  to  a  realization  of  our 
uneconomic  practices.  The  exigencies  of  war  taught  the 
people  of  this  country  how  to  order  their  personal  lives  more 
simply,  more  unselfishly,  and  more  efficiently.  The  work  of 
the  Food  Administration  alone  did  the  nation  incalculable 
good,  and  the  interpretation  and  application  of  its  slogan, 
"  Eat  plenty,  but  wisely  and  without  waste,"  led  to  much- 
needed  reforms  in  the  daily  provisioning  of  households 
the  country  over. 

As  every  individual  was  affected  more  or  less  by  the  war, 
and  as  sacrifices  involving  adjustment  to  altered  conditions 
were  required  of  each  one,  so  the  great  conflict  brought  every 
industry  face  to  face  with  many  problems,  some  old  and 
some  new,  whose  successful  solution  was  largely  dependent 
on  the  cooperative  effort  of  the  employees. 

Recommendations  of  the  Commercial  Economy  Board. 
Making  the  most  of  resources  —  a  fundamental  principle  of 
good  management  at  all  times  —  is  of  supreme  importance 
when  excessive  demand,  resulting  in  shortage  of  materials, 

204 


USE  OF  RESOURCES  205 

sends  prices  soaring.  During  the  summer  of  1917,  soon 
after  the  United  States  joined  the  Allies,  a  group  of  about 
one  hundred  representative  merchants,  constituting  what 
was  first  known  as  the  Commercial  Economy  Board  and 
later  as  the  Conservation  Division  of  the  War  Industries 
Board,  met  in  Washington  to  discuss  measures  for  reducing 
waste  in  materials  and  equipment  used  in  retail  stores,  for 
releasing  labor,  and  for  curtailing  some  expensive  forms  of 
service  such  as  an  unnecessary  number  of  daily  deliveries 
and  too  liberal  allowance  of  time  for  return  of  goods.  They 
appealed  to  the  public  to  help  eliminate  waste  and  urged 
the  adoption  of  certain  economical  practices.  Their  recom- 
mendations were  as  follows  : 

First,  when  shopping  do  not  leave  the  store  empty- 
handed.  Carry  parcels  with  you  to  the  extent  of  your  ability. 
Help  to  make  this  "  the  fashion." 

Second,  when  you  have  goods  to  return  do  not  leave 
home  empty-handed.  If  all  customers  would  carry  small 
parcels  for  exchange,  the  saving  of  time  in  delivery  depart- 
ments would  amount  to  thousands  of  hours  annually. 

Third,  do  not  buy  merchandise  until  you  are  sure  you 
are  going  to  keep  it.  Make  careful  selection  a  habit. 

Fourth,  avoid  C.  O.  D.  purchases  whenever  possible. 

Fifth,  shop  early  in  the  day,  if  possible.  Stores  must 
have  a  sufficient  number  of  salespeople  all  day  long  to  handle 
the  trade  at  the  very  busiest  hours,  which,  owing  to  the 
habits  of  customers,  is  near  the  middle  of  the  day.  To  help 
distribute  the  business  more  evenly  would  result  in  great 
economy  to  us  and,  eventually,  to  you. 

Revision  of  store  policies.  Chambers  of  Commerce  and 
leading  stores  in  all  parts  of  the  country  gave  these  recom- 
mendations wide  publicity,  often  setting  forth  in  so-called 


206  A  TEXTBOOK  ON  RETAIL  SELLING 

editorial  comment  the  chief  reasons  for  rousing  public  interest 
in  these  matters.    Briefly  stated,  the  reasons  were  these  : 

1 .  By  reducing  deliveries,  men  and  equipment  would  be  released 
for  national  service. 

2.  Savings  effected  by  the  means  outlined  would  result  in  lower 
prices  for  merchandise. 

The  above  and  subsequent  recommendations  of  the  Com- 
mercial Economy  Board  helped  to  make  a  much-indulged 
shopping  public  more  reasonable  in  their  demands  and  led 
merchants  to  adopt  new  and  decisive  policies  in  regard  to 
several  important  matters. 

Waste  in  stores.  Wrapping  and  packing  supplies  are 
ordinarily  provided  in  such  abundance  in  stores  as  to  seem 
almost  inexhaustible,  and  thoughtless  workers  are  responsible 
for  much  waste  in  this  direction.  Many  years  ago  an  employee 
of  A.  T.  Stewart  said  of  that  famous  merchant : 

He  never  spoke  to  me  but  twice.  Once  I  tore  a  piece  of 
wrapping  paper  roughly  across,  and  he  came  around  to  tell 
me  I  should  have  folded  it  and  made  even  edges.  "  People 
do  not  like  to  get  shiftless-looking  bundles,"  he  said.  Again, 
I  wound  a  bundle  around  with  an  extra  turn  of  string,  and 
before  I  could  cut  it  he  had  the  bundle  out  of  my  hand  and 
had  unwound  the  unnecessary  turn.  "  Never  waste  even  a 
piece  of  string,"  he  said ;  "  waste  is  always  wrong." 

Other  common  examples  of  waste  are  the  following : 

1.  Forcing  merchandise  into  too  small  an  envelope,  so   that 
tearing  results  and  a  second  envelope  is  used. 

2.  Using  a  large  box  when  a  smaller  and  cheaper  one  would 
accommodate  the  merchandise  suitably. 

3.  Using  tissue  paper  to  pack  inexpensive  merchandise  which 
needs  no  such  protection. 


USE  OF  RESOURCES  207 

4.  Using  tissue  paper  to  protect  sleeves.    A  store  employing 
750  women  estimated  that  this  practice  cost  the  store  $300  a  year. 

5.  Failure  to  save  pins.    In  shirt-waist,  underwear,  and  other 
departments  where  pins  are  used  in  quantities,  spare  moments 
may  be   well  utilized  in  picking  up  the  pins  which  drop  to  the 
floor.    Good  pins  are  expensive,  and   since   they  may  be   used 
indefinitely,  it  is  important  that  they  be  saved. 

6.  Allowing  pin-tickets,  tags,  and  rubber  bands  to  lie  on  the 
floor  where  they  fall  until  removed  with  the  waste. 

7.  Using  more  paste  than  necessary  in  applying  address  tickets 
to  bundles. 

8.  Using  tissue  paper  for  dusting  in  place  of  cloth  dusters. 

9.  Destroying  boxes  in  which  merchandise  is  returned  when 
they  are  in  proper  condition  to  use  again. 

10.  Destroying    other    boxes    (especially   empty    merchandise 
cartons),  which  could  be  used  to  advantage  in  the  packing-room 
instead  of  giving  them  to  the  porter  for  preservation. 

11.  Figuring  and  scribbling  on  printed  forms  instead  of  using 
the   small  plain  slips  provided  for  the  purpose.     Sometimes  a 
corner  of  a  sheet  of  wrapping  paper  is  torn  off  for  figuring. 

12.  Discarding  carbon  sheets  for  salesbooks  when,  by  a  re- 
versing of  position,  they  might  be  used  as  long  again. 

13.  Letting  newspapers  get  too  mussed,  soiled,  or  torn  to  be  fit 
for  use  in  packing  and  wrapping   bulky  merchandise,  such  as 
furniture  and  crockery. 

14.  Inclosing  several  advertising  leaflets  (as  many  as  eight  or 
ten  are  sometimes  found)  when  one  to  a  package  is  the  rule. 

Losses  in  yardage  departments.  An  investigation  of  yard- 
goods  departments  usually  brings  to  light  some  wasteful 
methods  in  failure  to  protect  bolts  of  cloth  from  dust,  too 
strong  light,  and  injurious  contact  of  one  kind  and  another. 
Sample  giving  is  such  an  expensive  practice  that  during  the 
war  it  was  practically  discontinued  as  a  free  service  in  some 


208  A  TEXTBOOK  ON  RETAIL  SELLING 

stores,  and  customers  were  charged  for  the  small  piece  cut 
off  for  their  convenience.  Salespeople  should  be  trained  in 
the  proper  way  to  cut  samples.  Lack  of  exactness  in  measur- 
ing goods,  leading  to  overmeasurement  in  most  cases,  may  be 
responsible  for  heavy  losses  in  yardage  departments.  In  one 
store  every  piece  of  goods  cut  off  by  four  salesmen  for  a 
period  of  seven  days  was  remeasured  as  a  test  of  the  accuracy 
of  these  men,  with  the  following  results  : 

No.  i  made  164  sales  averaging  $4.48  per  sale.  The  loss 
from  overmeasurement  averaged  i£  cents  per  sale. 

No.  2  made  161  sales  averaging  $3.21  per  sale.  Average 
loss  from  overmeasurement  was  3  cents  per  sale. 

No.  3  made  221  sales  averaging  $4.82  per  sale.  Average 
loss  from  overmeasurement  was  i^  cents  per  sale. 

No.  4  made  191  sales  averaging  $4.54  per  sale.  Average 
loss  from  overmeasurement  was  i^  cents  per  sale. 

Care  of  store  property.  There  are  always  some  employees 
who  fail  to  feel  any  responsibility  for  the  upkeep  of  their 
store.  It  would  never  occur  to  them  to  report  an  odor  of 
escaping  gas  in  the  locker  room  or  a  leaking  pipe  or  faucet 
in  the  lavatory  or  a  door  out  of  order  as  to  hinge  or  latch. 
Conditions  of  this  kind,  although  they  may  be  under  the 
observation  of  hundreds  every  day,  are  sometimes  neglected 
for  weeks,  and  when  finally  given  attention  require  much 
more  extensive  treatment  than  would  have  been  necessary 
if  someone  had  taken  the  trouble  to  report  them  when  first 
noticed.  The  life  of  expensive  fixtures  is  shortened  when 
they  are  handled  roughly,  and  cases  and  woodwork  are 
marred  and  scratched  as  they  would  never  be  if  all  employees 
felt  the  same  respect  for  their  employer's  property  that  they 
do  for  their  own.  The  rule-book  of  one  store  prescribes  that 


USE  OF  RESOURCES  209 

Any  who  find  it  necessary  to  stand  upon  the  counters  or 
other  fixtures  at  any  time  must  use  pasteboard  or  some 
other  protecting  substance  beneath  their  shoes,— 

a  rule  which  might  well  be  applied  elsewhere. 

Electric  power  is  wasted  by  the  burning  of  lights  in  un- 
occupied rooms  and  by  the  lighting  of  show  cases  at  times 
of  day  when  artificial  illumination  is  not  needed. 

Expensive  errors.  Errors  in  writing  and  handling  sales 
checks  are  costly. 

A  customer  bought  four  silk  shirts,  paid  for  them,  and 
asked  to  have  them  sent  As  the  salesman  wanted  to  wait 
on  other  customers,  he  hastily  jotted  down  the  address  on  a 
slip  of  paper,  postponing  the  making  out  of  the  sales  check 
until  he  should  have  more  leisure.  When  the  time  came, 
however,  he  was  unable  to  find  the  slip ;  but  feeling  sure 
that  he  remembered  the  address,  he  sent  the  merchandise  to 
68  Park  Street,  a  boarding-house,  instead  of  to  the  correct 
address,  which  was  68  Clark  Street.  The  customer  tele- 
phoned to  the  store  three  times,  then  called  to  make  com- 
plaint in  person.  As  it  was  impossible  to  recover  the  goods 
from  the  boarding-house,  which  was  a  large  one,  the  store 
lost  $18  worth  of  merchandise  and  probably  also  the  future 
trade  of  a  good  customer. 

Two  customers,  one  immediately  after  the  other,  made 
purchases  in  the  glove  department  of  a  large  store.  The 
first  customer  bought  three  pairs  of  gloves  and  asked  to 
have  them  sent,  with  a  private  package  inclosed,  to  a  Boston 
suburb.  The  second  customer,  who  bought  two  pairs  of 
gloves,  wished  them  sent,  with  dress  goods  and  other  articles 
bought  in  the  store,  to  an  address  in  northern  Vermont. 
The  saleswoman  unfortunately  reversed  the  sales  checks. 
The  suburban  customer,  who  was  to  sail  for  Europe  the  day 
after  this  transaction,  could  not  wait  for  her  merchandise 


210  A  TEXTBOOK  ON  RETAIL  SELLING 

to  be  sent  back  from  Vermont,  and  as  she  was  unable  to 
take  the  time  to  duplicate  the  articles,  the  store  was  obliged 
to  send  her  by  special  messenger  the  money  equivalent  of 
her  purchases.  The  Vermont  customer  had  engaged  a  dress- 
maker for  the  day  she  had  expected  her  goods  to  arrive 
and  was  greatly  inconvenienced  by  their  nonappearance. 

Errors  in  writing  out  sales  are  serious  because  of  the 
labor  and  expense  involved  in  tracing  and  correcting  them 
and  because  of  annoyance  to  customers.  On  a  single  day  in 
one  store  eight  hundred  errors  were  made  on  charge  sales 
checks.  During  rush  seasons,  such  as  the  week  before 
Christmas,  or  on  sale  days,  sales  checks  are  sometimes 
passed  in  with  nothing  written  on  them. 

Waste  of  time.  Of  the  many  ways  of  wasting  time  one 
of  the  most  inexcusable  is  tardiness  in  arriving  at  the  store 
in  the  morning  and  in  returning  from  luncheon.  Time  lost 
in  this  way  can  never  be  satisfactorily  made  up,  and  unfortu- 
nately the  late  one,  by  absence,  places  an  unfair  burden  of 
responsibility  upon  punctual  workers.  Much  time  is  wasted 
too  at  soda  fountains  and  lunch  counters  outside  the  regular 
luncheon  periods. 

Saving  on  delivery.  One  simple  means  of  saving  money 
for  the  store  has  to  do  with  the  delivery  of  bundles.  Within 
a  certain  area,  perhaps  a  ten-mile  radius,  most  stores  deliver 
all  purchases  free  of  charge.  This  legitimate  form  of  serv- 
ice for  many  lines  of  merchandise  is  not  warranted  for  all, 
for  when  an  inexpensive  article,  or  goods  on  which  there  is 
little  profit,  is  sold  and  delivered,  the  expense  of  sending, 
which  averages  ten  cents  a  parcel,  becomes  a  disproportionate 
item,  sometimes  resulting  in  actual  loss  on  the  sale.  This 
may  often  be  avoided.  If  the  merchandise  is  of  such  a 


USE  OF  RESOURCES  21 1 

character  that  a  person  may  suitably  and  conveniently  carry 
it,  he  is  often  willing  to  do  this,  provided  a  suggestion  to 
this  effect  is  properly  presented.  The  tendency  of  people  to 
respond  involuntarily  to  a  suggestion  is  a  matter  of  common 
experience.  To  illustrate :  One  or  two  persons  in  an  audi- 
ence begin  to  cough,  and  presently  others  are  coughing ; 
a  teacher  glances  at  the  clock,  and  the  majority  of  the  class 
immediately  look  in  that  direction ;  an  indirect  reference  to 
posture  will  cause  any  audience  to  straighten  up  and  assume 
a  more  correct  position.  People  are  inclined  to  apply  to 
themselves  any  idea  presented,  and  unless  this  idea  is  repel- 
lent or  unreasonable  they  are  likely  to  act  upon  it.  Thus  in 
the  case  under  consideration,  when  it  is  reasonable  to  assume 
that  a  customer  will  be  willing  to  carry  his  parcel,  a  sales- 
person's polite  inquiry,  "  Will  you  take  this  with  you  ?  "  will 
elicit  an  affirmative  answer  in  a  surprisingly  large  number 
of  instances ;  whereas,  were  the  opposite  idea  presented  by 
the  question  "  Will  you  have  this  sent?  "  or  "  Do  you  wish 
this  sent  ?  "  the  customer  would  probably  as  readily  acquiesce 
in  that  suggestion. 

Losses  connected  with  merchandise.  In  some  cases  sales- 
people are  directly  responsible  for  losses  resulting  from  de- 
preciation of  stock,  as  when  merchandise  is  injured  as  a  result 
of  poor  stock-keeping,  poor  folding,  or  awkward  or  careless 
handling.  Again,  if  merchandise  is  poorly  (that  is,  unintelli- 
gently)  sold  it  is  usually  brought  back  for  credit,  and  may,  in 
consequence,  look  so  shopworn  as  to  necessitate  a  markdown. 
The  making  of  unnecessary  alterations  in  ready-made  clothing 
is  another  source  of  waste,  for  most  alteration  departments 
are  operated  at  a  loss.  Therefore  only  such  changes  as  are 
distinctly  needed  should  be  urged. 


212  A  TEXTBOOK  ON  RETAIL  SELLING 

Relation  of  selling  energy  to  wages.  Few  salespeople 
realize  how  failure  to  put  their  best  effort  into  the  perform- 
ance of  their  work  affects  their  own  interests,  more  specifi- 
cally, how  it  affects  their  earning  power.  Selling  cost,  by 
which  is  meant  the  wages  paid  to  salespeople,  is  one  of  the' 
largest  items  of  the  store  budget  and  a  heavy  drain  if  the 
salespeople  are  not  proficient.  Wages  are  usually  reckoned 
on  a  percentage  basis  according  to  the  amount  of  money 
brought  in  by  sales.  To  make  this  clear  let  us  suppose  that 
a  drug  department  can  afford  to  pay  a  salesman  a  wage 
equaling  5  per  cent  of  his  weekly  sales.  If  it  is  found  that 
his  sales  average  $  i  So  a  week,  he  will  then  receive  a  weekly 
wage  equal  to  5  per  cent  of  $180,  or  $9.  Should  he  succeed 
in  bringing  in  more  than  $180  a  week,  he  would  in  some 
stores  be  paid  a  commission  of  I  or  2  per  cent  on  all  sales 
made  in  excess  of  the  $  1 80  quota ;  in  others  he  might 
receive  a  commission  of  I  per  cent  on  the  total  sales  ;  and  in 
still  others  his  stated  salary  might  be  increased.  If,  on  the 
other  hand,  the  quality  of  his  work  should  deteriorate  and 
he  should  repeatedly  fall  below  the  $180  quota,  he  would  no 
longer  be  worth  $9  a  week  to  the  store,  for  his  selling  cost 
would  be  greater  than  the  department  could  carry  with  profit. 

Wages  paid  to  salespeople  in  a  small-wares  department 
are  usually  estimated  on  a  higher  percentage  basis  than  that 
prevailing  in  most  other  departments,  perhaps  being  equal 
to  8  or  10  per  cent  of  their  sales  totals,  for  the  stock  being 
low-priced,  the  total  receipts  of  this  department  are  small 
in  comparison  with  other  departments.  Coat,  suit,  and  gown 
departments  carrying  high-priced  merchandise  pay  only  3 
or  4  per  cent  of  sales  totals  in  wages,  with  usually  a  com- 
mission on  sales  made  in  excess  of  the  weekly  quota.  For 


USE  OF  RESOURCES  213 

example,  a  saleswoman  in  a  certain  coat  department  receives 
$12  a  week,  with  the  expectation,  fully  justified,  that  her 
sales  will  total  at  least  $300  a  week.  She  receives  2  per 
cent  commission  on  all  sales  in  excess  of  this  $300  quota.  In 
some  stores  salespeople  receive  a  certain  weekly  wage  plus  a 
commission  on  all  sales  ;  $8  or  $9  per  week  and  i  per  cent 
of  the  total  weekly  sales  is  a  common  rate.  The  record  of 
sales  is  not  the  only  measure  of  ability  nor  the  only  factor 
in  advancement,  but  it  is  of  necessity  a  very  important  con- 
sideration, since  the  life  of  the  business  depends  upon  the 
sale  of  goods.1  It  is  naturally  not  to  be  expected  that  every 
meeting  of  customer  and  salesperson  will  result  in  a  sale ; 
but  every  customer  represents  a  potential  sale,  and  the  sales- 
person should  see  to  it  that  no  matter  how  brief  the  inter- 
view or  how  trifling  the  errand,  his  service  is  of  that  high 
order  which  admits  of  no  wasted  opportunities. 

Wages  and  waste.  In  another  way  the  problem  of  waste 
is  tied  up  with  the  question  of  wages.  If  materials,  time, 
equipment,  and  effort  are  wasted  by  a  considerable  number 
of  the  employees  of  a  store,  operating  and  selling  expenses 
cannot  fail  to  increase  out  of  proportion  to  the  income  from 
the  business.  Then,  as  it  becomes  necessary  to  use  more 
and  more  money  for  rehabilitation,  there  is  less  for  the  sub- 
stantial wage  increases  which  are  characteristic  of  the  policy 
of  well-conducted  stores.  If  there  were  no  other  reason,  it 

1  A  saleswoman  in  a  Western  store  was  receiving  a  salary  of  $50  a  month 
when  a  competing  store  offered  her  a  position  at  $65  a  month.  The  firm 
by  whom  she  was  then  employed  offered  her  the  same  salary,  $65  a  month, 
provided  she  kept  her  selling  cost  at  the  same  rate  that  it  had  been,  namely 
5.7  per  cent.  She  accepted  the  condition,  and  as  a  result  of  increased  effort 
and  new  enthusiasm  reduced  her  selling  cost  to  5.2  per  cent.  The  firm, 
delighted  with  her  excellent  work,  increased  her  salary  to  $100  a  month 
within  a  short  time. 


214  A  TEXTBOOK  ON  RETAIL  SELLING 

is  plainly  to  the  selfish  interest  of  workers  to  make  the 
fullest  possible  use  of  all  the  resources  at  their  command. 
Such  endeavor  is  likely  to  bring  a  double  reward,  —  material 
gain  in  the  form  of  financial  recognition  and  a  spiritual 
reward  in  a  satisfying  sense  of  work  well  done. 

Mr.  Stewart  said,  "  Waste  is  always  wrong,"  and  so  it  is  — 
wrong  in  relation  to  customers,  to  the  firm,  and  to  its  per- 
petrators. It  is  not  fair  to  customers  to  waste  the  store's 
resources,  because  such  action,  in  increasing  the  cost  of  doing 
business,  adds  something  to  the  price  of  merchandise.  It  is 
not  fair  to  the  firm,  because  in  detecting  and  correcting  error 
and  waste  they  spend  time,  money,  and  energy  which  should 
be  devoted  to  more  constructive  purposes.  And  finally,  those 
who  waste  do  themselves  an  injustice,  for  by  a  misdirection 
of  effort  they  decrease  their  efficiency,  reduce  their  earning 
power,  and  lower  their  self-respect. 

QUESTIONS  AND  PROBLEMS 

1.  Why  do  some  stores  decline  C.  O.  D.  sales  of  less  than  $i  ? 

2.  What  economical  measures  were  introduced  by  stores  in  this 
city  after  the  United  States  entered  the  war  ? 

3.  Report  anything  you  read,  heard,  or  observed  in  support  of 
or  against  these  measures. 

4.  Discuss  different  methods  of  wrapping  bundles,  giving  the 
advantages  and  disadvantages  of 

Envelopes 

Boxes 

Paper  and  cord 

Which  is  the  most  expensive  method  ?  the  quickest  ?  the  one 
most  commonly  employed  ? 

5.  Name  some  kinds  of  merchandise  usually  inclosed  in  envelopes; 
in  boxes ;  some  kinds  that  are  usually  wrapped  simply  in  paper. 


USE  OF  RESOURCES  215 

6.  Demonstrate  the  proper  way  to  wrap  a  bundle.    Make  your 
own  selection  of  merchandise  and  wrapping  materials. 

7.  Demonstrate  different  kinds  of  knots. 

8.'  How  do  you  estimate  the  amount  of  cord  needed  around 
a  bundle  ? 

9.  Name  five  varieties  of  merchandise  which  need  no  inner 
wrapping  of  tissue  paper. 

10.  Name  five  varieties  which  do  need  such  protection. 

11.  From  the  standpoint  of  appearance  what  do  you  think  of 
tissue-paper  protection  for  sleeves  ?  Give  reasons  for  your  answer. 

12.  Why  is  cheesecloth  more  economical  for  dusting  than  tissue 
paper  ? 

13.  In  what  respects  is  it  more  satisfactory  ? 

14.  Why  is  it  objectionable  to  tear  off  the  corner  of  a  sheet  of 
wrapping  paper  for  scribbling  ?    Give  two  reasons. 

15.  Estimate   the   loss    incurred   in   case   of   one    inch   over- 
measurement  on  one  yard  of  goods  at  75  cents  a  yard ;  at  $1.50 ; 
at  $2.25;  at  $3.50;  at  $4;  at  $6. 

16.  What  was  the  actual  loss  from  overmeasurement  of  goods 
in  each  of  the  four  cases  reported  on  page  208  ?  What  was  the 
total  loss  ? 

17.  Why  is  it  more  economical  to  cut  a  sample  from  a  strip  set 
apart  for  that  purpose  than  from  the  end  of  a  bolt  ? 

18.  How  should  a  pin-ticket  be  attached  to  a  sample,  and  what 
should  be  written  on  it  ? 

19.  Cite  cases  in  which  a  request  for  a  free  sample  would 
probably  not  be  granted  by  any  store.    Explain. 

20.  Why  is  it  an  imperative  duty  to  give  immediate  notice  of 
leaking  gas  ? 

21.  If  thirty  employees  are  ten  minutes  late,  what  is  the  total 
number  of  hours  lost  ? 

22.  If  $8.50  a  week  is  the  average  wage  paid  to  these  late 
employees,  and  they  are  employed  for  an  eight-hour  day,  what 
is  the  money  value  of  the  time  lost  ? 


2i6  A  TEXTBOOK  ON  RETAIL  SELLING 

23.  If  the  same  thing  happened  every  day  for  a  week,  what 
would  be  the  time  and  money  loss? 

24.  Discuss  this  question:    Under  ordinary  circumstances  are 
employees  justified  in  asking  for  a  pass  for  the  purpose  of  eating 
an  extra  luncheon  in  the  morning  or  afternoon  ? 

25.  Give  an  example  from  your  own  experience  illustrating  the 
power  of  suggestion. 

26.  How  may  energy  be  wasted  as  a  result  of  poor  ventilation  ? 

27.  How  can  you  help  obtain  good  ventilation,  and  why  should 
you  feel  responsible  for  doing  your  part  in  maintaining  as  good 
conditions  as  possible  ? 

28.  What   should   be   the   temperature   of   living  rooms  and 
workrooms  ? 

29.  What  is  the  effect  of  an  excessively  hot,  dry  atmosphere  ? 

30.  What  is  the  effect  of  a  chilly,  damp  atmosphere  ? 

31.  Why  is  some  moisture  needed  in  the  air? 

32.  How  does  an  accumulation  of  rubbish  behind  a  counter 
tend  to  decrease  the  efficiency  of  salespeople  ? 

33.  Mention  three  ways,  aside  from  tardiness,  in  which  sales- 
people may  waste  time. 

34.  Show  how  you  yourself  (or  someone  you  have  observed) 
waste  time  and  strength  in  "  lost  motions  "  made  in  dressing ;  in 
the  performance  of  some  household  task;    in  starting  a  day's 
work  in  the  store. 

35.  Name  and  tell  something  of  the  life  of  a  famous  American 
who  made  a  study  of  lost  motions  in  industry. 

36.  What  does  conservation  of  bodily  energy  mean  ? 

37.  How  can  you  apply  this  principle  to  yourself  ? 

ASSIGNMENTS 

1.  Ask  for  a  sample  in  two  different  stores.  In  one  case,  take 
something  with  you  to  match;  in  the  other,  ask  for  a  sample  of 
something  you  see  on  display.  Attach  each  sample  to  a  sheet  of 


USE  OF  RESOURCES  217 

theme  paper  and  write  concerning  the  following  points  in  relation 
to  each : 

a.  Salesmanship  displayed  in  giving  the  sample. 

b.  Selling  points  given. 

c.  Impression  made  upon  you  by  the  salesperson. 

d.  What  you  would  have  done  differently,  and  why. 

e.  Where  the  sample  was  cut  off. 

/.   Size  of  the  sample:   Is  it  unnecessarily  large?    Is  it  large 
enough  ? 

g.  Kind  of  pin-ticket. 

h.  Information  on  pin-ticket. 

1.  Neatness  and  clearness  of  figures. 
j.   Salesperson's  identification  mark. 

k.  Summarize;   In  what  ways  does  the  sample  reflect  credit 
upon  the  store  ?    In  what  ways  does  it  reflect  discredit  ? 

2.  In  the  stores  in  which  you  procure  the  samples,  look  about 
for  evidences  of  waste  of  materials,  time,  and  energy.    Report  your 
observations,  in  writing,  under  the  three  headings  given. 

3.  Collect  and    mount    samples  of   different   kinds  of   twine. 
After  each  write  the  name  of  the  fiber  of  which  it  is  made  and 
state  for  what  use  each  is  best  adapted. 


CHAPTER  XIV 
ADVERTISING 

That  a  satisfied  customer  is  the  best  advertisement  is  a 
truism  which  none  will  dispute,  but  few  merchants  think  it 
best  to  rely  wholly  on  this  kind  of  advertising  for  growth 
in  their  business.  The  merchant  who  wishes  to  make  his 
store,  his  merchandise,  and  his  service  widely  known,  and 
thereby  gain  a  large  clientele,  makes  use  of  advertising  in  a 
great  variety  of  ways,  the  most  far-reaching  being  the  printed 
newspaper  page. 

Old  style  of  advertising.  Advertising  in  the  daily  papers 
has  changed  as  radically  in  less  than  a  century  as  have  most 
other  phases  of  business.  In  1850  a  merchant  occasionally 
inserted  three  or  four  lines  of  type  calling  attention  to  the 
arrival  of  a  new  shipment  of  goods.  This  advertisement, 
which  might  appear  without  change  for  days  or  even  weeks, 
occupied  less  than  an  inch  in  a  single  column,  and  in  form 
resembled  the  concise  notices  under  "  Help  Wanted  "  and 
"  Positions  Wanted  "  in  our  papers  to-day.  There  were  no 
pictures  ;  no  conspicuous  type  was  used  ;  there  was  no  com- 
petitive striving  after  effect.  A  typical  example  of  these 
simple  announcements  is  the  following  from  the  New  York 
Tribune,  July  10,  1850: 

COLORED  CAMBRICS:  125  cases,  light  and  dark  assort- 
ments, from  4^  to  6  cents,  for  sale  by  C.  B.  LE BARON, 
55  Pine  Street. 

218 


ADVERTISING  219 

Another,  more  interesting  and  revealing  more  play  of 
imagination  on  the  part  of  the  writer,  is  this : 

TO  THE  LADIES:  Peter  Roberts,  375  Broadway,  has 
just  opened  a  large  assortment  of  Thread  Laces,  Capes, 
Dresses,  Scarfs,  Collars,  Sleeves,  etc.,  rich  muslin  Capes, 
Chemisettes,  Collars,  Cuffs,  embroidered  and  other  styles  of 
Cambric  Handkerchiefs,  black  Flouncing  Laces  (all  widths), 
real  Valencia  Laces,  from  i  s.  upward ;  Lace  and  Muslin 
curtains,  Drapery  Muslin,  figured  Swiss;  plaid,  stripe,  and 
plain  Muslins;  Hosiery  and  Gloves. 

P.  S.  The  stock  has  been  bought  under  the  regular  prices 
and  will  be  sold  at  a  small  advance  on  the  cost. 

Rhymed  advertisements  were  popular.    Here  is  one : 

To  order,  shirts  we  make  without  delay ; 
Right  measure  take  and  every  wish  obey. 
Our  pledge  we  give  and  warrant  them  to  fit, 
Nor  rest  content  if  not  the  fancy 's  hit. 

Ethics  of  advertising.  Before  honest,  straightforward 
dealing  became  the  rule  in  the  conduct  of  business,  adver- 
tising was  so  generally  characterized  by  exaggeration  and 
deceit  that  all  announcements  of  this  kind  were  discredited, 
and  those  who  were  responsible  for  their  publication  were 
regarded  as  humbugs.  This  distrust,  so  strongly  intrenched 
during  most  of  the  last  century,  lingers  even  to-day  in  the 
minds  of  some  persons  who  do  not  realize  that  every  reputable 
store  has  adopted  and  maintains  a  standard  of  scrupulous 
honesty  in  advertising.  Any  other  standard  would  be  out  of 
harmony  with  present-day  policy  as  well  as  contrary  to  the 
laws  of  many  of  our  states,  in  which  a  false  statement  as  to 
"  quantity,  quality,  method  of  production  or  manufacture,  cost 
of  production,  cost  to  the  advertiser,  the  present  or  former 


220  A  TEXTBOOK  ON  RETAIL  SELLING 

price,  or  the  reason  for  the  price,"  is  a  misdemeanor  pun- 
ishable by  a  fine  or  imprisonment,  or  both.  The  advertising 
policy  of  a  Boston  store  has  been  condensed  into  these  words : 

No  exaggeration,  no  misleading  statement,  and  no  half- 
truth  shall  be  made  under  any  circumstances  in  connection 
with  any  of  our  publicity.  Any  statement  of  the  truth  of 
which  we  do  not  have  absolute  proof  at  the  time  it  is  to 
be  printed  will  be  excluded  from  our  publicity. 

Another  store  asserts  that  its  "  sole  purpose  [in  advertis- 
ing] is  to  be  helpful  to  the  store's  customers  in  the  selection 
of  merchandise  that  will  satisfy,"  and  that  "each  piece  of 
goods  is  advertised  with  the  idea  of  building  up  business  for 
the  whole  store  instead  of  merely  procuring  the  sale  of  one 
article."  It  states  further  that  it  aims  to  "sell  goods  but 
not  to  push  goods  on  an  unwilling  public,"  and  announces 
these  two  rules,  always  strictly  followed  : 

A  reason  must  always  be  given  for  a  special  price  or 
extra  quality. 

If  the  article  is  a  "  second,"  it  must  be  so  represented. 

Good  style  in  advertising.  Honesty  and  frankness  are  the 
firm  foundation  of  good  advertising,  but  these  characteristics 
do  not  alone  insure  success.  Study  of  advertisements  in 
newspapers  and  magazines  discloses  great  diversity  in  style, 
convincing  quality,  attracting  power,  and  artistic  value.  For 
advertising  has  become  an  art.  To  hold  attention  and  stimu- 
late interest  an  advertisement  should  be  well-designed,  which 
means  provision  of  adequate  space  for  the  material  to  be 
presented,  a  regard  for  the  laws  of  balance  and  proportion 
in  the  arrangement  of  the  copy,  and  a  wise  distribution 
of  emphasis. 


GEM 


I  m 


'OF   DBPKN'DABItK    -    ' 

DIAMONDS 
WATCHES 

AJ*t> 

JEWELRY 

FROM     TllJE     XOWES'T 
IPO 

.TtfE   BEST 

.ON 
OUK     FAMOUS     TEHM8 


-4HiP  Weekly 
*2^?  Weekly 


FURNITURE   BARGAINS. 

Here  Aro  Qa»ltty  GooJi  of  Ch«r*«t*r. 

Out  febrtianr  markdown  §ale  of  period  furniture  for  the  Dining 
Room,  Bed  Room  and  Living  Room.  Low  figures  not  only  apply  to 
the  Day  Beds  illustrated,  but  to  fevery  article.  Also  floor  coverings. 


N0.3 


POORLY  DESIGNED  ADVERTISEMENTS 


ADVERTISING  223 

If  illustrations  are  used,  they  should  be  so  treated  as 
to  heighten  the  effect  of  the  advertisement  in  a  logical  and 
pleasing  manner.  In  the  lower  illustration  on  page  221 
the  arrangement  of  beds,  No.  I  and  No.  2,  is  disturbing 
because  it  is  illogical.  The  irregular  numbering  of  the  three 
pieces  of  furniture  is  another  unpleasant  feature. 

The  illustration  at  the  top  of  page  221  is  well-designed 
typographically,  but  the  crowded,  haphazard  placing  of  the 
jewelry  greatly  mars  the  effect  of  the  whole. 

Literary  merit  of  a  certain  kind  should  be  present. 
Advertisements  should  be  clearly,  correctly,  and  concisely 
expressed  in  words  which,  conveying  the  exact  meaning  as 
closely  as  possible,  will  fire  the  reader's  imagination.  The 
style  should  have  individuality  and  should  be  further  charac- 
terized by  a  moderation  and  restraint  which  are  the  opposite 
of  sensationalism.  Some  writers  attach  much  importance  to 
a  tone  of  optimism,  and  nearly  all  strive  to  have  their  adver- 
tisements in  good  taste,  but  through  ignorance  of  standards 
some  fall  lamentably  short  in  this  respect.  The  advertise- 
ment reproduced  on  page  229  exemplifies  admirably  many  of 
the  principles  of  good  advertising. 

The  character  of  advertising  in  a  daily  paper  is  often 
influenced  by  the  circulation  of  the  paper,  whether  it  is  read 
chiefly  by  the  less-educated  portion  of  a  community  or  only  by 
the  more  intelligent  citizens.  The  demand  is  different  in  the 
two  cases,  and,  while  the  ethical  standard  remains  the  same, 
the  form  of  appeal  and  the  style  may  and  usually  do  vary.  It 
is  in  the  design  of  the  advertisement,  the  type,  and  the  dic- 
tion that  this  difference  is  most  apparent.  Compare  the  liter- 
ary quality  and  tone  of  the  following  announcements,  which 
appeared  in  papers  reaching  very  different  classes  of  readers : 


224 


A  TEXTBOOK  ON  RETAIL  SELLING 


OUR  RECORD-BREAKING  SALE 

HURRY ! !  NEARING  FINAL  END !  HURRY ! ! 

WINTER  SUITS,  COATS,  AND  DRESSES 


COATS 

Former  values 
$12.50  to  $18 
Your  last  opportunity 
to  buy  a  coat  at  this 
price.  Included  in  the 
lot  are  Zibelines,  Jer- 
seys, Broadcloths,  and 
Plaids;  your  choice  at 
$4.95 


PLUSH  AND 
CLOTH  COATS 

Just  think  of  it  —  a 
Plush  or  Wool  Velour 
Coat  at  only  $9.95  — 
values  from  $15  to 
$29.50;  women's  and 
misses'  sizes  —  to- 
morrow we  offer  your 
choice  at  only  $9.95 

B 


DRESSES 

Silk  —  Silk  Poplins  — 
Cloth — including  Taf- 
feta Silks,  Crepe  de 
Chine,  Satin,  and 
Serges.  Values  $10 
to  $25.  Your  choice, 
Monday  only  — 

$4.95 


MISSES'  WINTER  SUITS,  COATS,  AND  DRESSES 

REDUCED  FOR  CLEARANCE 
The  styles  are  correct,  and  the  fabrics  and  colors  among  the  most  fashionable 

6  suits  were  $35  to  $50     . Now  $20 

7  suits  were  $89.50 Now  $39.50 

29  coats  were  $29.50 Now  $15.00 

8  coats  were  $35.00 Now  $19.50 

14  velvet  dresses  were  $29.50  to  $45.00     .    .    .  Now  $18.50 

FASHIONABLE  WINTER  COATS  FOR  WOMEN 
REDUCED  FOR  FINAL  CLEARANCE 

Broken  assortments  of  some  of  the  most  charming  models  shown  this 

season.    Some  fur-trimmed,  others  with  trimming  of  self  material  or  plush. 

Divided  into  three  groups  and  reduced  to 

$16.50  $29.50  $39-50 

Editorial  advertisements.  The  editorial  style  of  adver- 
tising is  much  used.  This  is  typically,  as  its  name  suggests, 
a  dignified  presentation  of  a  central  idea.  Frequently  the 


ADVERTISING  225 

management  makes  use  of  the  editorial  for  an  announcement 
of  business  policy,  as  the  following  extract  from  the  adver- 
tisement of  a  well-known  store  will  serve  to  illustrate : 

C 

To  set  forth  established  facts  only 

is  the  object  of  this  page  which,  in  excluding  pretense  and 
exaggeration  and  in  making  statements  brief,  may  sometimes 
make  them  seem  dull  and  dry. 

Conducting  such  a  business  as  we  desire  this  to  be  must 
be  done  with  candor,  good  sense,  and  probity  for  the  sake 
of  the  public  and  of  the  employees,  who  are  fixing  the 
habits  of  their  lives. 

Much  as  we  have  done  to  give a  worthy  store,  it 

is  still  capable  of  improvement ;  but  with  prodigious  forces 
at  our  command  we  are  able  steadily  to  make  progress  in 
some  directions  all  the  time. 

Or  again,  the  editorial  may  take  the  form  of  a  timely, 
more  or  less  personal  message,  idealistic  in  tone,  bringing 
out  the  spirit  of  a  firm  in  the  management  of  its  business. 
Celebrations  and  anniversaries  give  just  occasion  for  the 
expression  of  such  sentiments,  the  following  advertisement, 
which  appeared  on  Lincoln's  Birthday,  being  a  good  example 
of  this  type. 

D 

TO-DAY,  for  a  few  minutes  at  least,  we  may  profitably 
pause  in  the  business  in  which  we  are  engaged  to  give 
our  thought  to  the  great  American  citizen  whose  birthday  is 
a  national  holiday  —  Abraham  Lincoln. 

He  personified  service  without  servility,  gentleness  with- 
out weakness,  force  without  violence,  courage  without  reck- 
lessness, caution  without  fear.  He  was,  for  his  time  and  for 
the  great  duties  laid  upon  him,  the  first  American. 


226  A  TEXTBOOK  ON  RETAIL  SELLING 

We  men  and  women  of  to-day  have  no  such  responsibilities 
as  his,  but  we  have  our  own  work  to  do  and  our  own  duties 
to  perform,  and  we  can  acquit  ourselves  of  these  things  in 
the  same  spirit  as  Lincoln's. 

That  is  our  aim  and  ideal  for  our  business,  as  we  hope  it 
is  yours  in  your  work,  whatever  that  may  be. 

An  editorial  advertisement  may  occupy  regularly  a  certain 
space  (as  the  upper  left-hand  corner  in  a  half-page  or 
quarter-page  assignment) ;  it  may  be  placed  conspicuously 
in  the  exact  center  of  the  allotted  space  or  it  may  constitute 
the  entire  advertisement.  The  advertising  of  one  store,  which 
makes  daily  use  of  the  editorial,  sometimes  gives  the  im- 
pression of  a  miniature  newspaper,  with  foreign  and  domestic 
news  (concerning  merchandise)  somewhat  fully  and  elabo- 
rately set  forth,  and  concise,  pointed,  "newsy"  items  of  a 
miscellaneous  nature  arranged  in  a  column.  Here  are  three 
such  items  : 

French  batiste  lingerie  —  made  with 
all  the  accustomed  Parisian  delicacy  of 
needlework,  $2  to  $75. 

Apropos  of  the  Book  Sale,  there  are 
artistic  oak  bookracks,  6  by  13  inches, 
for  25  cents. 

Self-weighing  scales  good  up  to  250 
pounds,  yet  easily  put  out  of  sight  in  a 
closet  or  corner  of  the  bathroom,  $10. 

Book  notices  and  reviews  are  sometimes  included,  making 
the  analogy  to  the  newspaper  still  closer. 

Explanation  of  special  prices.  The  policy  of  leading 
stores  is  tending  more  and  more  to  the  elimination  of 
special  or  bargain  sales,  because  it  is  felt  that  in  the  end 


ADVERTISING  227 

these  ''events"  are  opposed  to  the  best  interests  of  con- 
sumers. The  papers  are  still  filled,  however,  with  announce- 
ments of  sales  which  a  satiated  public  is  inclined  to  view 
with  skepticism,  there  have  been  so  many  before,  and  the 
values  have  not  always  seemed  exceptional.  It  is  good  adver- 
tising, therefore,  to  explain  or  justify  a  special  price  that  cus- 
tomers may  have  faith  in  the  merchandise  placed  on  sale. 
A  particularly  interesting  example  of  this  type  of  advertising 
is  the  following : 

THE  QUEST  OF  THE  CHINESE  RUG 

With  the  imperial  city  of  Peking  as  their  goal,  nearly  a 
score  of  America's  rug  experts  hastened  to  the  Orient. 
For  the  Chinese  rug  dominated  decorative  schemes,  and  the 
demand  at  that  time  —  a  year  ago  —  far  exceeded  the  supply. 

Noting  the  eagerness  of  the  American  buyers  and  their 
keen  rivalry  for  his  wares,  the  Chinese  merchant,  greedy  for 
gain,  boosted  his  prices.  Rugs  on  the  loom,  rugs  contracted 
for  at  a  fixed  price,  were  sold  and  resold  at  tremendous 
advances. 

And  the  Americans  bought  wildly,  "  plunged,"  regardless 
of  values,  for  at  any  price 

THE  UNITED  STATES  MUST  HAVE  CHINESE  RUGS 

To  the  oriental  mind  the  situation  presented  immense 
future  possibilities,  and  when  the  American  buyers  had 
departed  the  native  merchants  formed  a  combine.  Banks 
advanced  money ;  huge  quantities  of  wool  were  purchased ; 
hundreds  busied  themselves  at  the  looms. 

But  when  the  rugs  were  finished,  purchasers  there  were  none ! 

Weeks  passed.  The  orientals,  unused  to  large  enterprises, 
became  the  prey  of  mutual  distrust.  Banks  demanded  pay- 
ment ;  the  wool  dealers  clamored  for  their  money,  the  weavers 
for  their  wage. 


228  A  TEXTBOOK  ON  RETAIL  SELLING 

THE  MARKET  SHOWED  A  MARKED  DECLINE 

At  this  critical  juncture  cables  flashed  back  and  forth,  and 
orders,  placed  at  the  psychological  moment,  saved  the  day. 

Incidentally, and became  possessors  of  one  of  the 

largest  and  finest  collections  of  Chinese  rugs  in  America  — 
rugs  that  we  can  sell  at  25  per  cent  to  33^  per  cent  less  than 
the  same  rugs  could  be  sold  for  under  former  purchasing 
conditions. 

The  characteristics  of  the  rugs  are  then  briefly  set  forth 
in  these  suggestive  words  : 

While  the  symbolism  of  the  designs  is  correct,  the  patterns 
have  been  modified  so  that  they  have  nothing  of  the  bizarre 
or  the  grotesque ;  motifs  are  smaller ;  details  finer. 

The  colorings  are  soft,  dull,  warm,  harmonious :  tones  of 
taupe,  mahogany,  blue,  mulberry,  gold,  and  copper  subtly 
blended  to  accord  with  present-day  decorative  ideas. 

Not  until  the  very  end  are  prices  and  sizes  given. 

In  another  advertisement  certain  defects  in  the  merchan- 
dise are  frankly  acknowledged : 

At  practically  cost  prices  !  a  whole  new  shipment  of  Philip- 
pine Embroidered  Lingerie. 

Brothers  maintain  their  own  workrooms  over  in 

Manila  that  they  may  the  better  cater  to  the  ever-growing 
demand  for  fine  Philippine  lingerie. 

Recently  such  demands  were  put  on  the  Manila  workrooms 
that  it  was  necessary  to  go  outside  to  other  Philippine 
factories  to  purchase  merchandise  to  fill  the  orders.  A  large 
quantity  of  this  lingerie  has  just  arrived.  On  the  whole  it  is 
very  desirable,  but  it  is  not  quite  up  to  regular  standards, 
and  on  this  account  it  is  marked  nearly  as  low  as  the 

price  it  cost  to  land  it.  This  dear  experiment  for 's  is 

your  opportunity. 


and  tfie  evening Lamp 


Some  writer  has  said  that  the  evening  lamp  is  the 
beaeon  of  thought  and  the  maker  of  home  ties.  If  you  will 
be  good  enough  to  come  in  and  inspect  our  collection  of 
lanips,  you  will  find  that  they  have  the  refinement  and  deco- 
rative quality  that  offer  both  invitation  and  welcome  to  H 
book  and  the  home-hours. 

Here  are  lamps  that  are  the  expression  of  the  designer  at 
his  best.  You  cannot  think  of  them  as  lamp  and  shade. 
You  see  each  as  a  part  of  the  other  in  the  way  that  a  well- 
placed  home  becomes  a  part  of  the  landscape. 

We  have  lamps  of  all  design,  both  electrical  and  those 
burning  oil.  Either  Ls  proper,  and  both  in  any  design  are  the 
work  of  the  skilled  and  educated  Ifand.  The  prices  are  most 
reasonable  and  we  welcome  folk  of  moderate  means. 

This  }ewelry  business  was  started  in  the  year  1800.  It 
is  the  oldest  of  its  kind  in  the  country.  Our  aim  is  to  make 
and  keep  it  the  best  of  its  kind,  and  we  hope  to  so  well 
merit  your  first  purchase  by  courtesy,  good  service,  and 
generous  value,  that  you  will  turn  to  us  natura-lly  in  the 
future  for  the  kinds  of  things  which  we  sell. 

Shreve.  Crump  and  Low  Company 

LtimjK.  Cnndleslkkx,  Gift* — rtr//  old  <ind  r<r//«tic 

1*7  Treirnwl  Street  Boston.  Mn.s<a<;busett<; 


A  DIGNIFIED,    HARMONIOUS  ADVERTISEMENT 
229 


ADVERTISING  231 

Educational  value  of  advertisements.  Detailed  descrip- 
tions of  merchandise,  often  accompanied  by  illustrations, 
repay  careful  study,  for  much  information  may  be  gained 
from  them,  and  the  use  of  words  is  instructive.  Such  study 
may  be  made  personally  profitable  as  a  means  of  building 
up  a  vocabulary  useful  in  selling  goods  and  in  developing 
the  critical  faculty.  After  reading  the  specimen  advertise- 
ments which  follow,  analyze  them  in  three  different  ways : 

1.  Make  a  list  of  specific  points  of  information  found  in  them. 

2.  Underline  words  or  terms  which  are  new  to  you  and  look 
up  their  meaning. 

3.  Make  a  list  of  especially  well-chosen  adjectives. 


A  wonderful  display  of  shirts  in  new  spring  colorings, 
tailored  by  one  of  America's  best  shirt-makers.  They  are 
made  of  high-count  madras  and  superior-quality  mercerized 
cloths  in  rich  Jacquard  figure  designs  and  new  and  individual 
stripe  effects. 

The  careful  attention  that  has  been  paid  to  every  little 
detail  in  the  making  will  appeal  to  the  most  critical.  The 
neckbands  are  all  properly  shrunk,  and  the  colors  are  all 
guaranteed  fast. 

II 

SILK  HOSIERY :  complete  assortment  of  colors  and  sizes 
in  serviceable  hosiery. 

Our  No.  59 :  pure-dye  silk,  full-fashioned  ;  double  garter 
tops ;  reenforced  soles  and  toes. 

Our  No.  77  .•  all  silk  ingrain  with  lisle-lined  garter  top  and 
silk-plated  soles. 


232  A  TEXTBOOK  ON  RETAIL  SELLING 

III 
WARDROBE  TRUNKS 

Before  trusting  your  valuables  in  any  trunk,  ask  how  it 
is  made. 

$20 wardrobe  trunks  have  been  tested. 

They  are  strong. 

They  are  as  strong  as  most  higher-grade  trunks. 

They  are  covered  with  vulcanized  fiber,  lined  with  fiber, 
bound  with  fiber,  —  and  fiber  is  the  strongest  trunk  material 
known. 

Inside  the  vulcanized,  fiber  is  three-ply  veneer  —  three 
pieces  of  basswood,  two  cut  the  straight  part  of  the  lumber, 
the  centerpiece  cut  crosswise.  This  three-ply  veneer  may 
bend  but  will  not  break. 

Bottoms  and  tops  of  the  trunks  are  of  heavy  lumber  to 
resist  bumps. 

Instead  of  being  nailed  together,  like  many  cheap  trunks, 
these wardrobe  trunks  at  $20  are  riveted  throughout. 

They  have  fine  snap  locks,  which  prevent  the  forgetting 
to  lock  one's  trunk. 

IV 
TEN  STEAMING  PLATES  OF  APPETIZING  SOUP 

Six  crisp,  vigorous  vegetables  —  sweet  turnips,  tender 
French  carrots,  pungent  white  celery,  savory  cabbage,  snow- 
white  potatoes,  and  spicy  onions — temptingly  blended  make 
— 's  Soup  Vegetables  as  nourishing  as  they  are  delicious. 

The  foregoing  extracts  suggest  the  educational  possibili- 
ties of  advertising  for  salespeople  and  for  the  public  as  well. 
To  teach  through  advertising  is  a  modern  tendency  and  a 
good  one,  since  the  more  people  know  about  the  merits  of 
any  marketable  thing,  the  more  intelligently  they  will  buy  it. 


ADVERTISING  233, 

A  unique  series  of  advertisements  recently  issued  by  the 
New  England  Telephone  and  Telegraph  Company  aroused 
much  interest.  This  company  sells  service,  and  it  aimed, 
through  these  advertisements,  to  improve  the  quality  of  its 
service  by  educating  the  public  in  the  use  of  the  telephone. 
The  entire  series  is  well  worth  reading.  The  heading  of  the 
series  and  one  specimen  advertisement  are  given  here. 

THIS  advertisement  is  the  fifth  of  a  series  of  ten  de- 
signed to  effect  closer  cooperation  between  the  com- 
pany and  its  subscribers.  There  are  three  parties  to  a 
telephone  call  —  the  person  calling,  the  person  called,  and 
the  operator  who  connects  them.  The  quality  of  service  ren- 
dered is  determined  by  the  spirit  in  which  all  three  work 
together  rather  than  by  the  individual  effort  of  any  one  or 
two  of  these  three  persons.  We  will  gladly  send  complete 
sets  of  the  series  to  those  desiring  them. 

DON'T  JIGGLE  THE  HOOK 

When  you  take  the  receiver  off  of  the  switch-hook  of  your 
telephone  a  small  electric  lamp  is  lighted  on  the  switchboard 
in  front  of  the  operator.  To  that  signal  she  responds  with 
the  familiar,  "  Number,  please  ?  " 

After  your  connection  has  been  made  with  the  other  per- 
son the  lights  go  out  and  do  not  reappear  until  the  receivers 
are  placed  on  the  switch-hooks  again,  which  signals  then 
indicate  to  the  operator  that  the  conversation  has  ended. 

If  you  desire  to  get  the  operator's  attention,  you  must  do 
so  by  moving  the  receiver  hook  down  and  up,  but  it  MUST 
BE  DONE  SLOWLY  or  the  little  lamp  will  not  have  time 
to  glow  and  the  operator  will  not  get  any  signal.  Your 
observance  of  this  method  of  signaling  will  insure  more 
prompt  attention  by  the  operator  and  will  help  make  the 
service  better. 


234  A  TEXTBOOK  ON  RETAIL  SELLING 

It  appears  to  be  the  aim  of  another  type  of  educational 
advertising  to  train  salespeople  in  good  service  by  teaching 
the  public  what  to  demand.  This  is  an  indirect  method,  and 
while  advertisements  of  this  kind  make  interesting  reading, 
their  value  as  advertising  is  open  to  question.  Moreover, 
unless  salespeople  read  and  apply  these  lessons,  they  may 
have  little  effect  other  than  to  make  customers  critical.  An 
example  follows  : 

You  never  can  tell ! 

The  other  day  a  customer,  somewhat  carelessly  attired, 
inquired  for  an  overcoat  and,  in  the  hands  of  a  careful  sales- 
man, selected  three  quite  expensive  garments  for  himself 
and  sons. 

Then  he  told  this  story : 

He  had  just  come  from  a  neighboring  store  of  reputed 
high  class,  where  the  salesman  first  looked  him  over  and, 
influenced  by  his  admittedly  plain  dress,  made  slight  effort 
to  serve  him,  remarking,  "  I  guess  we  have  n't  the  sort  of 
clothes  you  want,"  and  showed  him  the  door  —  the  side  door. 

After  relating  the  incident  the  customer  asked  our  sales- 
man, "  How  will  you  know  that  my  check  is  good  for  this 
considerable  bill  ? " 

"  That 's  up  to  the  office ;  my  job  is  to  sell  the  goods," 
was  the  reply. 

And  the  office  found  the  check  signed  by  a  name  of 
national  repute  whose  owner  could  have  bought  and  paid 
for  a  store  full  of  clothes  had  he  so  desired. 

You  never  can  tell ;  but  it 's  always  safe  to  give  your 
very  best  service  to  every  individual,  regardless  of  looks. 

Humorous  advertising.  A  lecturer  who  recently  asserted 
that  the  dominant  trait  of  the  American  character  is  humor 
supported  his  statement  by  references  to  our  literature,  our 


ALL  WOOL  CLOTHGS 


TTie   chemical  test 
•for  all-wool  snows 
made  tne 
ngnt  start. 


*1he  sun  test  for 
fast  color  is 
prooj-  our  f aorics 
toont 


But  tlic  final  test 
not  onlu  of  fa  tries, 
tut  tailoring, 
comes  intne  wear. 


(<Vour  monctj  lack 
xj  qou  tjjont  it  — 
I7o  deviation  here 

from  time  honored 
standards. 


A  PAGE  FROM  AN  ENTERTAINING  ADVERTISING  LEAFLET 


235 


ADVERTISING  237 

comic  supplements,  our  moving  pictures,  musical  comedies, 
and  vaudeville  entertainments.  Our  advertising  might  well 
have  been  included  in  the  list.  There  is  an  increasing  tend- 
ency to  catch  public  attention  through  amusing  advertising, 
as  is  seen  in  the  use  of  jingles,  humorous  illustrations,  and 
the  exaggerated  and  grotesque  figures  which  are  character- 
istic of  the  advertising  of  certain  firms  and  publications. 
Such  advertising  is  almost  sure  to  be  noticed  and  read,  and 
if  it  is  original  and  done  in  good  style,  it  is  as  good  as  a 
trade-mark  in  identifying  the  firm  represented. 

Other  advertising  mediums.  It  is  well  to  observe  all  the 
mediums  by  which  a  store's  name,  merchandise,  or  service 
is  put  before  the  public.  Theater  programs ;  leaflets  and 
circulars  inclosed  in  bundles  or  sent  through  the  mails ; 
cards  in  street  cars  ;  signs  in  elevators  and  throughout  the 
store ;  electric  signs ;  billboards  set  conspicuously  in  the 
open  country,  —  these  are  much-used  and  effective  ways 
of  reaching  different  groups  of  people.  Since  everything 
that  bears  the  store's  name  is  a  kind  of  advertising,  even 
the  sales  checks,  official  stationery,  distinctive  wrapping 
paper  and  boxes,  and  the  store's  delivery  wagons  have 
advertising  value. 

Window  displays.  A  well-arranged  show  window  is  one 
of  the  most  compelling  forms  of  advertising,  and  it  is  be- 
cause window  displays  are  known  to  yield  large  returns 
that  such  valuable  space  is  used  in  this  way.  Windows  are 
appraised  at  a  certain  amount  according  to  the  rent  paid 
for  the  store  site,  those  most  advantageously  placed  in  rela- 
tion to  passers-by  being  most  highly  rated.  Whenever  a 
department  makes  use  of  a  window  for  a  display  of  its  mer- 
chandise, it  is,  in  many  stores,  charged  rent  for  that  space 


238  A  TEXTBOOK  ON  RETAIL  SELLING 

by  the  day  or  week,  according  to  the  duration  of  occupancy. 
It  is  reported  that  a  Boston  store  sets  a  value  of  $306  per 
day  on  its  fifty  windows  and  that  a  Chicago  store  values  its 
twenty-one  windows  at  $500  per  day.1  These  figures  give 
some  idea  of  the  heavy  expense  which  may  be  incurred 
by  this  one  division  of  advertising.  Printed  advertising 
swells  the  total  by  an  estimated  amount  of  from  $300,000 
to  $700,000  annual  expenditure  by  prominent  large  stores.2 

Cooperation  of  salespeople.  Salespeople  should  feel  some- 
thing beyond  a  natural  interest  and  pride  in  their  store's 
advertising ;  they  should  feel  a  personal  responsibility  for 
making  it  effective.  An  advertisement  may  attract  crowds 
of  people  to  a  store,  but  unless  capable  salespeople  sell 
goods  to  the  satisfaction  of  patrons,  the  money  expended 
in  advertising  will  not  prove  a  wholly  profitable  investment. 
Each  day's  advertisement  should  be  thoughtfully  read ;  the 
merchandise  advertised  should  be  seen  and  examined,  if 
possible,  and  an  effort  should  be  made  to  learn  its  selling 
points.  If  this  is  done,  salespeople  will  be  ready  to  make 
intelligent  response  to  customers'  inquiries,  and  when  they 
find  a  customer  who  is  unaware  of  the  special  offering  they 
will  be  interested  to  direct  his  attention  to  the  featured  goods. 

It  is  of  great  importance  that  salespeople  make  daily  obser- 
vation of  window  displays,  especially  those  which  show  mer- 
chandise from  their  own  departments  or  departments  closely 
allied  to  their  own. 

A  new  style  of  collar  displayed  in  a  window  attracted  the 
attention  of  a  passer-by,  who  thought  that  its  unusual  shape 
would  supply  a  special  need.  Entering  the  store,  she  walked 
to  the  neckwear  section  and  asked  to  see  a  collar  like  the 

1  Nystrom,  Economics  of  Retailing,  pp.  166,  167.  2  Ibid.  p.  201. 


ADVERTISING  239 

one  in  the  window.  She  described  it,  but  no  one  knew  about 
it.  Several  other  styles  were  shown.  The  customer  finally 
said  that  she  would  attend  to  an  errand  in  another  part  of 
the  store  and  perhaps  when  she  returned  they  would  be 
able  to  show  her  the  collar.  When,  later,  she  reappeared  it 
was  explained  that  the  collar  in  the  window  was  one  of  a 
new  lot  just  received  and  that  through  an  oversight  a  supply 
had  not  been  sent  to  the  department.  Had  even  one  sales- 
girl from  the  neckwear  section  studied  the  window  that  morn- 
ing, much  trouble  and  annoyance  would  have  been  obviated. 

It  would  seem  a  simple  matter  to  study  a  few  display 
windows  every  day,  yet  many  ignore  them  as  completely 
as  they  do  the  framed  copies  of  "  To-day's  Advertisement " 
which  in  most  stores  are  conveniently  placed  on  all  floors. 
And  there  are  still  others  who  seeing  do  not  perceive, 
and  reading  do  not  comprehend,  because  their  thoughts 
are  elsewhere. 

QUESTIONS  AND  PROBLEMS 

1.  What  is  meant  by  "  seconds  "  in  merchandise  ? 

2.  Why  are  capital  letters  used  so  much  more  extensively  in 
advertisements  than  in  other  kinds  of  writing  ?    Why  are  so  many 
kinds  of  type  used  in  a  single  advertisement  ? 

3.  Give  two  reasons  why  street  cars  are  an  especially  good 
advertising  medium. 

4.  Explain  why  dark  and  light  cards  are  usually  alternated  in 
street-car  frames. 

5.  Why  are  pictures  and  rhymes  used  so  much  ? 

6.  What  is  your  opinion  of  billboard  advertising  ? 

7.  Give  arguments  for  and  against  it. 

8.  What  legislation,  if  any,  has  been  attempted  in  this  state 
against  billboard  advertising? 


240  A  TEXTBOOK  ON  RETAIL  SELLING 

9.  Why  are  billboards  often  placed  in  the  vicinity  of  railroad 
lines  ? 

10.  Discuss   the   style   and  purpose   of   newspaper   editorials 
(not  advertising),  illustrating  by  reference  to  a  recent  editorial. 

11.  What  do  you  gain  from  reading  editorials  ? 

12.  State  three  ideals  of  business  management  expressed  in 
advertising  editorial  C,  page  225. 

13.  State  two  ideals  or  principles  which  you  would  try  to  bring 
out  if  you  were  writing  an  editorial  advertisement  for  the  Fourth 
of  July ;  for  Thanksgiving  Day ;  for  the  anniversary  of  the  sign- 
ing of  the  armistice  at  the  close  of  the  European  War. 

14.  Mention  anything  that  you  learn  from  reading  the  adver- 
tisement about  Chinese  rugs. 

15.  Make  a  list  of  the  words  which  make  the  advertisement 
forceful  and  convincing. 

16.  Describe  any  Chinese  rug  that  you  have  seen. 

17.  What  is  meant  by  a  symbolic  design  ? 

18.  Explain  the  meaning  of  "  bizarre  ";  "grotesque";  "motif." 

19.  Show  that  the  telephone  company's  instructive  advertising 
is  profitable  from  the  business  standpoint. 

20.  Name  any  stores  whose  bundles  are  easily  identified  by  the 
wrapping  paper  or  boxes  used. 

21.  Describe  any  store  delivery  wagons  or  automobiles  which 
are  easily  distinguished. 

22.  When  is  the  best  time  to  study  the  window  displays  of 
your  own  store  ? 

23.  Of  what  personal  advantage  is  it  to  you  to  observe  the 
windows  of  your  store's  competitors  ? 

24.  How  may  your  observations  be  helpful  to  the  buyer  ?  the 
advertising  manager  ? 

25.  What  idea  dominates  advertising  at  the  Christmas  season  ? 
at  Easter  ?  during  the  months  of  January  and  February  ? 

26.  Name  three  ideas  which  might  suitably  be  developed  in 
June  advertising. 


ADVERTISING  241 

27.  What  colors  are  featured  in  window  displays  at  Christmas 
time  ?  during  the  Easter  season  ?  for  Hallowe'en  ?   What  symbols 
are  appropriate  to  these  festivals  ? 

28.  Which  of  your  city  papers  is  considered  the  best  from  the 
standpoint  of  style,  material  printed,  and  editorial  attitude  ? 

29.  Which  paper  has  the  largest  circulation  ?   Account  for  its 
popularity. 

30.  Which  paper  do  you  read,  and  why  ? 

31.  Name  four  daily  papers  of  national  reputation. 

32.  Show  that  the  modern  term  "  publicity  "  is  an  apt  synonym 
for  "  advertising." 

33.  What  do  you  think  of  the  use  of  the  abbreviation  "  ad  "  for 
the  full  word  "  advertisement  "  ? 

34.  Why  is  a  satisfied  customer  the  best  advertisement  ?   Give 
an  actual  experience,  if  possible,  in  illustration. 

ASSIGNMENTS 

1.  Study  street-car  advertisements  this  week.    Copy  five  of 
those  which  seem  to  you  the  most  successful.   Select  from  these 
the  one  which  interests  you  most,  and  tell  why  it  appeals  to  you. 

2.  Inspect  carefully  the  main  floor,  one  other  floor,  and  one 
elevator  of  a  large  store  for  forms  of  advertising  exclusive  of  mer- 
chandise displays.     Make  a  list  of  the  various  ways  in  which  the 
store  or  the  merchandise  is  brought  to  the  attention  of  the  public. 

Give   a  critical  judgment   of   the   signs   as   to   neatness   and 
tastefulness. 

3.  Make  a  collection  of  advertisements.    Decide  on  a  certain 
classification  and  arrange  the  advertisements  on  the  basis  chosen. 

4.  Select  from  a  window  display  any  article  of  merchandise 
which  attracts  you.     Find  out  its  price.    Write  a  detailed  descrip- 
tion of  it.     Then  write  an  advertisement  about  it,  with  special 
attention  to  the  choice  of  descriptive  words. 

5.  The  advertisements  which  follow  are  submitted  for  study  and 
class  discussion 


242 


A  TEXTBOOK  ON  RETAIL  SELLING 


A  Wonderful 

Display  of 
One  Thousand 

$5.85 
Wonder  Hats 

Planned  for  To-day 


I 

This  is  the  most  magnificent  showing  of 
trimmed  hats  ever  assembled  for  early 
choosing,  representing  an  exquisite  assort- 
ment of  faithful  copies  of  the  most  success- 
ful styles  shown  in  Paris  for  spring, 
together  with  a  delightful  collection  of 
original  conceptions  from  our  own  milliners. 
Included  are 

Hats  for  dress  and  semidress 
Smart  tailored  and  sport  hats 

in  the  most  favored  straws  and  fabrics, 
trimmed  with  flowers,  ribbons,  wings,  or- 
naments, and  novelties,  in  the  most  beauti- 
ful colors  and  combinations. 


Come  and  see  to-day  the  hats  that  have  set  all  New  York  talking 

II 

HANDKERCHIEFS.  After  many  delays  we  have  finally  re- 
ceived a  shipment  of  Appenzell  Embroidered  Initial 
Handkerchiefs  ordered  a  year  ago  last  January.  It  was 
impossible  to  secure  at  any  price  the  same  linen  as 
formerly  used,  and  we  finally  accepted  a  slightly  poorer 
grade.  By  this  means  and  by  a  slight  reduction  in  the 
size  of  the  handkerchiefs,  we  have  overcome  the  enor- 
mous advance  in  cost  and  are  able  to  continue  to  sell  this 
favorite  —  known  to  many  of  our  customers  as  "  No.  8  " 
—  at  the  original  price .  50  cents 


III 
PLAY  SHOES  FOR  CHILDREN 

In  a  special  section  devoted  exclusively  to  Children 's  Footwear,  with  sales- 
people trained  for  fitting  growing  feet 

Cool  sandals  and  easy  oxfords,  made  for  freedom  of  movement 
and  hard  wear.    The  leather  is  the  sturdy  tan  lotus  calf 

used  in  United  States  Army  shoes 

$1.75  to  $3,  according  to  size 


ADVERTISING 
IV 


243 


WASHINGTON'S  BIRTHDAY 

JUST  one  hundred  and  eighty-five  years  ago 
to-day  George  Washington,  the  Father  of  our 
Country,  was  born. 

History  tells  us  that  when  George  was  quite  a 
youngster  his  father  missed  a  favorite  cherry  tree 
from  his  orchard.  George  promptly  confessed  to 
having  perpetrated  the  deed  with  his  little  hatchet, 
and  as  a  reward  for  telling  the  truth  his  father  did 
not  punish  him. 

George  Washington  would  not  tell  a  lie.  He  was 
honest,  and  never  falsely  represented  himself. 
These  traits  were  conspicuous  throughout  his  long 
career,  which  led  him  to  the  presidency  of  the 
United  States. 


and  Company,  your  store,  has  built  up  a  reputation  for 

honesty  too.    We  never  say  anything  which  is  not  so  at  our 

store,  and  while  we  cannot  be  president  of  the  United  States 

we  can  be  the  most  exclusive  store  for  women  and  children 

in  the  United  States,  and  that  is  our  ambition. 


IS   IT  ALL  WOOL? 


IS   IT  FAST   COLOR? 


A  SAMPLE  piece  of  every  A  NOTHER  piece  is  exposed 
•*"*'  cloth  we  buy  is  boiled  in  r^  to  sun  and  rain  for  at 
caustic  potash.  The  slightest  least  ten  days.  In  dry  weather 
trace  of  cotton  and  the  whole  we  sprinkle  with  plain,  every- 
thing 's  rejected.  The  test  is  day  water.  We  want  the  test 
absolute.  Wool,  being  animal  to  be  severe.  What  good  is 
matter,  dissolves ;  cotton,  be-  an  all-wool  cloth  if  the  dyes 
ing  vegetable,  does  n't.  are  fugitive  ? 

Our  standards  for  this  spring  have  not  changed  one  iota 

SPRING  SUITS  •  SPRING  OVERCOATS  •  FOR  MEN  •  FOR  BOYS 


PRICES  ALWAYS  FAIR 


244  A  TEXTBOOK  ON  RETAIL  SELLING 

VI 
CREAMED  CHICKEN  A  LA  KING 

Is  made  with  a  refined  sense  of  niceties.    Ready  to  serve, 
when  heated,  on  toast  or  in  patty  shells. 


The  favorite  dish  of  a  king  may  now 
be   had  when  and  where   you  will 


It  may  be  some  cannot  afford  it,  but  all  who  can  will  have 
no  other  when  once  they  try  our 

CREAMED  CHICKEN  A  LA  KING 

VII 

Things   for  Women  to  Sew 

Doors  Thrown  Wide !  Come  Share  in  29-cent,  39-centr 
and  50-cent  Silk-mixed  Fabrics  at  19  cents! 

Joy  will  run  high  when  women  see  them.  And  how 
they  '11  go  ! 

Loveliest,  silken,  shimmery  stuffs.  Many  less  than  half  price  ? 

Hundreds  upon  hundreds  of  yards  !  More  weaves  than  you 
could  count.  Printed,  Jacquard,  and  silk-striped  marquisettes, 
Jacquard  tussahs,  Jacquard  and  plain  Canton  silks,  printed 
Canton  silks,  silk  dots,  Paisley  silks,  sport  stripes,  printed 
tussahs.  Every  color  of  the  fashion  rainbow.  Every  good 
combination.  26,  36,  and  40  inches  wide.  A  treat  for  a  queen, 
at  19  cents  a  yard. 

1 2 ^-cent  Percales .,     ........     9  i  cents 

Yard  wide  —  light,  dark,  or  medium  patterns  galore 

1 5 -cent  Woven  Tissue 9. j  cents 

Just  enough  for  one  big,  busy  day's  buying !  Beautiful— 27  inches  wide 
—  plaids,  stripes,  pretty  blues,  tans,  grays,  greens,  helios,  and  pinks 

59-cent  and  75 -cent  Dress  Linens 39  cents 

Real  Irish  and  French  Ramie  linen  —  scarcer  than  snowballs  in  July 
now  —  36  and  45  inches  wide.   The  only  reason  we  secured  them  to 
sell  so  low  was  that  the  importer  only  had  four  shades :  tan,  oyster- 
white,  navy,  and  helio.    What  a  treat  at  39  cents  a  yard  ! 


A1 


ADVERTISING  245 

VIII 
JOHN  RUSKIN   SAID: 

LL  works  of  quality  must  bear  a 
price  in  proportion  to  the  skill, 
time,  expense,  and  risk  attending  their 
invention  and  manufacture.  These  things 
called  dear  are,  when  justly  estimated, 
the  cheapest ;  they  are  attended  with  much 
less  profit  to  the  artist  than  those  which 
everybody  calls  cheap. 

Beautiful  forms  and  compositions  are 
not  made  by  chance,  nor  can  they  ever 
in  any  material  be  made  at  small  expense. 
A  composition  for  cheapness  and  not 
for  excellence  of  workmanship  is  the 
most  frequent  and  certain  cause  of  the 
rapid  decay  and  entire  destruction  of  arts 
and  manufactures. 

's  is  a  quality  store,  a  high-class  store, 

a  style  store,  a  store  with  individuality.  But 
it  is  not  a  high-price  store.  Our  prices  are 
day  in  and  day  out  as  low  as  or  lower  than 
those  asked  for  equally  superior  merchan- 
dise anywhere  else. 

IX 

FURNITURE  OF  CHARACTER 

The  Art  of     has  keen  maintained  in  all  its  graceful  beauty 
Ck'         J  1      ky  our  modern  designers  in  the  Parlor  Suite 
shown  above.    A  two-piece  suite  in  solid  ma- 
hogany, upholstered  in  figured  velours  and  priced  at  $257. 

The  rare  combination  of  graceful  lines,  exquisite  ornamenta- 
tion, and  luxurious  comfort  which  distinguished  the  master- 
pieces of  Chippendale  from  all  others  of  their  time,  and  has 
kept  them  in  vogue,  has  been  faithfully  reproduced  through 
the  ingenuity  of  our  present-day  cabinetmakers. 

We  are  showing  Chippendale  effects  in  suites  for 
the  parlor,  living  room,  dining  room,  and  chamber 


246  A  TEXTBOOK  ON  RETAIL  SELLING 

QUESTIONS 

1.  Which  advertisements  are  in  good  taste  ? 

2.  State  anything  that  you  learn  from  each  advertisement. 

3.  Which  advertisements  may  be  characterized  as  sensational  ? 

4.  What  statements,  if  any,  impress  you  as  possibly  exaggerated  ? 

5.  Which  advertisement  do  you  find  most  interesting  ?    most 
individual  ? 

6.  Which  impresses  you  most  favorably  from  the  standpoint 
of  English  ? 

7.  Point  out  any  examples  of  poor  English  or  poor  style  in  any 
of  the  advertisements. 

8.  Which  advertisements  by  their  frankness  or  sincerity  make 
you  feel  confidence  in  the  store  ? 

9.  In  advertisement  VI  what  suggestion  weakens  the  force  of 
the  appeal? 


CHAPTER  XV 
STORE  ORGANIZATION 

Many  kinds  of  responsibility  are  involved  in  the  manage- 
ment of  a  department  store.  There  is  first  the  building  it- 
self, the  big  plant,  usually  a  handsome,  commodious,  finely 
appointed  structure  erected  at  great  cost.  This  building 
must  be  maintained  in  cleanliness,  safety,  comfort,  and,  in 
some  cases,  even  elegance.  A  watchful  eye  must  see  that 
the  store  appears  well  at  all  times,  that  it  is  ordered  in 
compliance  with  building  and  labor  laws,  and  that  an  exact- 
ing public  may  find  no  ground  for  adverse  criticism.  This 
is  called  the  operating  end  of  the  business. 

When  the  building  has  been  erected  and  equipped  it  must 
next  be  stocked  with  merchandise.  Goods  bought  in  all  parts 
of  the  world  must  be  delivered,  assembled,  stored,  displayed,  and 
sold.  In  one  comprehensive  term  this  is  called  merchandising. 

For  the  buying  and  selling  of  merchandise  and  all  the 
other  necessary  kinds  of  work  involved  in  carrying  on  the 
business,  a  large  number  of  workers,  often  numbering  into 
the  thousands,  must  be  hired.  The  store  force  as  a  whole  is 
often  referred  to  as  the  personnel,  and  the  department  which 
has  charge  of  hiring  the  workers  and  which  is  responsible 
for  many  personnel  problems  is  the  employment  department. 

To  facilitate  the  sale  of  goods  and  increase  the  volume  of 
business  by  creating  desire  and  stimulating  imagination  an 
advertising  department  exists. 

247 


248  A  TEXTBOOK  ON  RETAIL  SELLING 

And  finally,  there  is  the  owner's  capital  —  the  investment 
which  has  brought  the  business  into  being.  Wisely  expended 
this  money  produces  profit,  without  which  no  store  can  long 
survive.  The  administering  of  store  funds  is  in  the  hands 
of  a.  financial,  or  accounting,  department. 

The  general  manager.  It  is  manifest  that  no  one  person, 
no  matter  how  able,  could  be  personally  responsible  for  all 
these  important  divisions  of  store  management.  In  all  busi- 
ness enterprises,  as  in  all  forms  of  government,  there  must, 
however,  be  a  head,  a  leader,  directing  the  larger  movements 
of  the  entire  organization.  The  chief  executive  in  a  store 
usually  bears  the  title  of  General  Manager.  This  official 
may  be  the  owner  of  the  store,  but  is  more  commonly  the 
authorized  and  trusted  agent  of  the  owner.  He  directs  the 
policies  of  the  business  and  is  responsible  in  general  for  its 
successful  administration.  He  is  usually  the  final  authority 
in  case  of  any  serious  dispute.  The  man  who  holds  the 
position  of  general  manager  should  be  a  person  thoroughly 
conversant  and  constantly  in  touch  with  financial  and  trade 
conditions.  He  should  be  a  high-principled  man  of  sound 
judgment  and  of  moral  courage,  and  he  should  be  able  to 
win  and  hold  the  respect  and  confidence  of  each  member 
of  the  organization. 

The  four  divisions.  Since,  as  has  been  stated,  it  would  be 
impracticable  for  the  general  manager  to  give  his  personal 
attention  to  the  innumerable  details  of  store  management, 
a  great  amount  of  important  work  is  delegated  to  other 
officials.  There  are  usually  four  special  managers,  or  execu- 
tives, who,  although  responsible  to  the  general  manager, 
largely  control  certain  departments  of  the  business.  The 
division  of  responsibility  may  be  represented  as  follows  : 


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249 


STORE  ORGANIZATION 


GENERAL  MANAGER 


251 


A 

B 

C 

D 

STORE 
MANAGER 

MERCHANDISE 

MANAGER 

ADVERTISING 
MANAGER 

FINANCIAL 
MANAGER 

In  charge  of 
i.  Personnel 
2.  Operating 

In  charge  of  the  buy- 
ing   and     selling    of 
merchandise 

In  charge  of 
publicity 

In  charge  of  finan- 
cial matters 

A.  The  store  manager  hires,  discharges,  and  transfers 
employees.  He  directs  the  educational  department  in  the 
training  and  supervision  of  all  divisions  of  the  store  force. 
He  is  responsible  for  wholesome  and  agreeable  working  con- 
ditions and  oversees  the  restaurant,  hospital,  recreation  room, 
library,  and  clubrooms  maintained  by  most  well-conducted 
stores  for  the  benefit  of  their  workers.  The  employees'  insur- 
ance system,  providing  for  sick  and  death  benefits,  is  usually 
under  his  direction.  It  is  his  business  to  see  that  the  public 
is  well  served  and  to  make  sure  that  complaints  are  satis- 
factorily adjusted.  As  the  executive  in  charge  of  operating, 
he  sees  that  the  building  is  kept  clean  and  in  repair  and 
that  needed  changes  and  improvements  are  made.  He  is 
responsible  for  more  kinds  of  work  and  is  brought  into 
contact  with  greater  numbers  of  people  than  any  other  store 
official.  He  should  therefore  be  many-sided  in  his  interests 
and  an  individual  of  ready  adaptability.  A  good  judge  of 
human  nature,  he  should  combine  the  qualities  of  a  disci- 
plinarian with  those  of  an  understanding  friend. 

In  large  stores  the  store  manager  is  assisted  in  his  many 
duties  by  a  superintendent,  who  assumes  a  great  deal  of 
responsibility.  In  smaller  stores  the  store  manager  and  the 
superintendent  are  usually  one  and  the  same  person. 


252  A  TEXTBOOK  ON  RETAIL  SELLING 

The  following  outline  shows  the  groups  of  workers  who 
are  partially  or  entirely  under  the  direction  of  the  store 
manager : 

I.  Superintendent 
II.  Assistant  superintendent 

III.  Staff  of  educational  department 

IV.  Staff  of  welfare  department 
V.  Floor  managers 

VI.  Employees  who  handle  merchandise : l 

1.  Heads  of  stock 

2.  Salespeople 

3.  Stock  boys  and  girls 

VII.  Junior  force  (younger  workers) 
VIII.   Staff  of  shipping  department 
IX.  Staff  of  protection  department 
X.  Employees  concerned  with  service  features  : 

1.  Waitresses 

2.  Nurses 

3.  Adjustment  clerks 

4.  Elevator  operators  i 

5.  Store  guides 

6.  Personal-service  assistants 

XI.  Employees  whose  work  concerns  the  store  plant : 

1 .  Carpenters 

2.  Watchmen 

3.  Engineers 

4.  Porters 

5.  Cleaners 

6.  Electricians 

B.  The  merchandise  manager  decides  the  appropriation 
allowed  each  department  for  the  purchase  of  merchandise. 
He  keeps  himself  constantly  informed  as  to  the  movement 
of  stock,  and  investigates  abnormal  fluctuations  of  trade. 

1  The  organization  of  some  stores  makes  these  groups  responsible  also 
to  the  merchandise  manager,  an  arrangement  which  is  apt  to  result  in  waste 
and  confusion  on  account  of  the  overlapping  of  authority. 


STORE  ORGANIZATION  253 

With  the  buyers  he  plans  long  in  advance  all  important 
merchandise  events  such  as  openings,  holiday  offerings,  and 
special  sales.  Buyers  report  regularly  to  the  merchandise 
manager,  and  all  orders  for  merchandise  are  subject  to  his 
approval.  It  is  said  that  for  success  in  this  position  two 
qualifications  are  of  supreme  importance  :  a  man  must  be  an 
expert  judge  of  merchandise  and  he  must  be  able  to  gauge 
his  public,  discerning  with  prophetic  insight  what  goods  will 
appeal  to  it  and  in  what  quantity  they  will  be  bought. 

The  duties  of  the  following  groups  of  workers  bring  them 
under  the  direction  of  the  merchandise  manager  : 

I.  Buyers 
II.  Assistant  buyers 

III.  Receivers  and  markers  of  new  goods 

IV.  Shoppers  (for  comparison  of  merchandise  in  competing  stores) 
V.  Staff  of  the  alteration  department 

VI.  Staff  of  the  mail-order  department 

C.  The  advertising  manager  should  be  a  person  of 
imagination  and  of  artistic  instinct  and  training.  He  should 
possess  good  taste  and  know  how  to  develop  it  in  others.  He 
should  be  able  to  write  correctly  and  effectively.  Many  suc- 
cessful writers  of  advertisements  are  persons  of  wide  reading. 

Two  distinct  groups  are  directly  responsible  to  the  adver- 
tising manager : 

I.  Those  who  reach  the  public  by  means  of  merchandise  display, 
exhibits,  and  decorations : 

1.  Window  trimmers 

2.  Decorators 

II.  Those  who  reach  the  public  by  means  of  printed  matter  and  signs : 

1 .  Writers  of  advertisements 

2.  Artists 

3.  Sign  painters 

4.  Printers 


254  A  TEXTBOOK  ON  RETAIL  SELLING 

D.  The  financial  manager  is  responsible  for  keeping 
accurate  records  of  all  money  received  and  paid  out  by  the 
store,  for  compiling  financial  statements,  and  for  the  opening 
and  maintaining  of  charge  accounts.  Most  stores  recognize 
at  least  four  important  subdivisions  of  the  financial  depart- 
ment. In  the  auditing  department  sales  checks  are  sorted, 
records  are  made  up  from  them,  and  errors  are  traced  and 
adjusted.  In  the  statistical  department  other  records  are 
compiled,  many  of  them  on  a  comparative  basis  showing, 
for  example,  the  number  of  sales,  the  number  of  credits, 
and  the  volume  of  business  for  each  department,  and  the 
totals  for  the  entire  store  for  each  day  of  the  year  for  a 
series  of  years.  Conditions  of  weather  and  other  circum- 
stances being  favorable,  the  business  should  show  an  annual 
increase.  It  is  the  function  of  the  financial  manager  to 
bring  to  the  attention  of  the  general  manager  such  facts 
and  figures  as  will  keep  him  constantly  acquainted  with  the 
state  of  the  business.  If  the  organization  is  weak  at  any 
point,  the  defect  is  made  known  in  this  way  and  may  be 
remedied  before  it  has  gone  too  far.  The  third  subdivision 
of  the  financial  manager's  responsibility,  the  credit  depart- 
ment,  is  of  great  importance,  especially  in  large  stores  carry- 
ing many  charge  accounts.  One  Boston  store  has  70,000 
charge  accounts  on  its  books,  and  stores  doing  half  their 
total  business  on  a  charge  basis  are  not  unusual.  Seventy 
per  cent  of  the  total  business  of  one  store  is  represented  by 
its  42,000  charge  accounts.  From  these  figures  it  will  be 
seen  that  a  rigid  safeguarding  of  the  integrity  of  the  credit 
department  is  most  necessary.  A  fourth  subdivision  has 
charge  of  the  store's  financial  obligations  in  respect  to  the 
payment  of  bills  and  salaries. 


255 


STORE  ORGANIZATION  257 

Classification  of  the  workers  employed  in  a  store's  finan- 
cial office  varies  according  to  the  methods  and  equipment 
of  the  office,  but  such  a  list  as  the  following  is  representa- 
tive of  those  who  come  under  the  direction  of  the  financial 
manager  : 

I.  Auditors  VI.  Stenographers 

II.  Authorizers  VII.  Invoice  clerks 

III.  Bookkeepers  VIII.  Filing  clerks 

IV.  Cashiers  IX.  Billing  clerks 
V.  Statisticians  X.   Paymaster 

Recalling  a  country  store  and  its  small  staff  of  perhaps 
not  more  than  three  persons,  —  the  proprietor,  one  other 
salesman,  and  a  single  bookkeeper,  —  one  may  be  inclined 
to  question  the  need  of  a  department  store's  complicated 
machinery  for  the  transfer  of  goods  from  dealer  to  consumer. 
But  the  magnitude  of  the  undertaking  makes  necessary  a 
detailed  system,  and  the  system,  with  its  practically  auto- 
matic operations,  takes  the  place  of  supervision  which  would 
otherwise  be  required  to  prevent  waste,  misunderstanding, 
and  wrongdoing.  If  we  follow  the  merchandise  through 
the  different  stages  of  its  journey,  from  the  time  it  enters 
the  store  until  it  leaves  as  a  customer's  purchase,  the  reason 
for  the  elaborate  mechanism  may  be  more  apparent. 


PROGRESS  OF  MERCHANDISE 

I.  Ordered  by  buyers, 

ill.  Delivered  at  store's  receiving  room. 

III.  Boxes  and  bales  opened. 

IV.  Contents  examined,  counted,  and  checked  with  bill. 

V.  Further  examined  by  stock  clerk  and  compared  with  buyer's 
order. 


258  A  TEXTBOOK  ON  RETAIL  SELLING 

VI.  Tagged  or  ticketed  by  marker.1 
VII.  Merchandise  placed  on  reserve  in  stock  room. 
VIII.  Transferred  by  stock  boy  to  department  when  needed  for  sale. 
IX.  Received  and  signed  for  by  head  of  stock. 
X.  Style,  price,  and  quantity  noted  by  salespeople.    Examined  for 
selling  -points.    Often  explained  or  demonstrated  by  buyer. 
XI.  Placed  according  to  proper  classification  on  shelves,  in  drawers 

or  cases,  or  on  racks. 
XII.  Shown  to  customers. 

XIII.  Sold,  as  indicated  by  the  writing  of  a  sales  check. 

XIV.  Sent  to  shipping  room  unless  taken  home  by  purchaser. 
XV.  Sorted  and  placed  in  proper  bin  for  collection  by  expressman. 

XVI.  Delivered  at  purchaser's  home. 

1  The  method  of  marking  varies  according  to  the  merchandise.  More 
particulars  are  noted  for  garments  than  for  most  other  lines  of  goods.  The 
system  of  one  store  marks  the  tags  attached  to  women's  skirts  in  this  way : 

ist  line 68  A  35 

2d  line B  547 

3d  line 51  A  $3.50 

The  above  may  be  interpreted  as  follows  : 

ist  line 

68  represents  the  date  when  the  merchandise  was  received  into 

stock  —  June  (6th  month),  ig\8. 
A  is  a  code  letter  indicating  the  material  of  the  skirt — cotton  wash 

goods  in  this  case, 
jjr  is  the  number  assigned  to  the  manufacturer  of  the  line  of  skirts 

represented  or,  possibly,  to  the  dealer.     It  is  included  merely 

for  convenience  in  reference. 

2d  line 

.7?  is  a  code  letter  representing  the  cost  price  of  the  skirt. 
547  stands  for  what  is  known  as  a  model  (or  style)  number.    It  indi- 
cates to  the  buyer  the  design  or  pattern  of  the  skirt. 

3d  line 

5-7  A  stands  for  the  department  in  which  wash  skirts  are  sold. 
$j.j-o  is  the  retail  price  of  the  skirt. 

Size  may  be  indicated  by  a  number  written  or  stamped  in  a  certain  place 
on  the  tag  or  by  distinctive  colors  of  price  tags. 


STORE  ORGANIZATION  259 

The  importance  of  cooperation.  These  sixteen  steps  are 
merely  a  synopsis  of  the  treatment  necessarily  accorded  all 
merchandise.  Many  details  have  been  omitted  ;  but  perhaps 
enough  has  been  given  to  show  that  the  distribution  of  goods 
by  a  department  store  is  no  simple  matter,  and  that  if  one 
worker  fails  in  his  duty,  his  failure  must  react  unfairly  on 
others  and  may  even  cause  the  system  to  break  down.  For 
example,  in  writing  out  a  sale  a  salesman  made  a  figure  3  so 
poorly  that  it  was  taken  for  a  5  in  the  auditing  office.  This 
made  a  difference  of  two  cents  in  a  total  —  a  trifling  amount, 
but  as  troublesome  to  the  office  as  a  larger  amount  and  as 
necessary  to  correct  when  the  books  must  show  an  exact 
balance.  After  many  hours  of  search  the  error  was  traced  to 
the  illegible  entry  on  the  sales  check.  It  was  estimated  that 
the  time  spent  in  investigating  this  seemingly  insignificant 
mistake  was  worth  seven  dollars. 

Indifferent  salesmanship  is  another  form  of  defective  work 
which  makes  trouble  for  others  and  frequently  involves  the 
store  in  needless  expense.  An  article  poorly  sold  is  almost 
sure  to  be  returned.  This  means  additional  labor  for  delivery 
men,  clerical  force,  stock  clerks,  and  credit  office.  One  store 
reports  a  daily  average  of  three  hundred  parcels  returned  by 
mail,  express,  or  by  the  store's  own  delivery  wagons.  Much 
of  this  unprofitable  business  would  never  arise  if  all  sales- 
people did  their  work  well. 

Besides  returning  goods,  some  dissatisfied  customers  go 
to  one  executive  after  another  with  complaints  ;  others  write 
letters  requiring  most  courteous  and  tactful  replies.  All  in 
all  it  may  be  more  laborious  and  more  expensive  to  put  an 
article  back  in  stock  than  to  get  it  there  in  the  first  place. 
And  in  spite  of  the  best  efforts  of  all  concerned,  it  is  quite 


260  A  TEXTBOOK  ON  RETAIL  SELLING 

possible  that  the  goodwill  of  an  annoyed  or  disappointed 
customer  may  never  be  fully  regained. 

Cooperation  keeps  the  big  store  machine  running  smoothly. 
The  able  and  interested  salesman  appreciates  this  and  never 
forgets  the  clerical  workers  and  the  shippers,  whom  he  helps 
or  hinders  according  to  his  own  standard  of  work.  He  keeps 
in  mind  also  the  large  outlay  for  advertising  and  does  his 
part  toward  making  that  profitable,  and  he  endeavors  to  give 
such  service  to  customers  as  will  reduce  misunderstandings, 
disappointments,  and  adjustments  to  the  minimum. 

Three  hundred  years  ago  Sir  Francis  Bacon  said:  "I  hold 
every  man  a  debtor  to  his  profession,  from  the  which  as  men 
do  of  course  seek  to  receive  countenance  and  profit,  so  ought 
they  ...  to  endeavor  ...  by  way  of  amends,  to  be  a  help 
and  an  ornament  thereunto."  When  we  sell  our  services 
to  an  employer  we  place  ourselves  under  obligation  to  be  a 
"  help  and  an  ornament"  to  his  business  by  giving  to  it  our 
strength,  our  interest,  and  our  loyalty. 

QUESTIONS  AND  PROBLEMS 

1.  Give  the  names  of   the  chief  executives  in  any  store  in 
which  you  have  worked. 

2.  Which  of  the  four  divisions  of  store  administration  seems  to 
you  the  most  interesting,  and  why  ? 

3.  Why  does  an  advertising  manager  need  to  be  imaginative 
and  artistic  ? 

4.  How  does  it  help  a  writer  of  advertisements  to  be  a  wide 
reader  ? 

6.  What  qualities  do  you  consider  essential  (i)  in  a  salesman? 
(2)  in  an  examiner  (inspector)?  (3)  in  a  marker  of  goods?  (4)  in 
an  elevator  operator  ?  (5)  in  a  driver's  assistant  ?  (6)  in  a  matron 
in  charge  of  a  waiting-room?  (7)  in  a  telephone  operator? 


STORE  ORGANIZATION  261 

6.  State  as  fully  as  possible  the  duties  of  a  floor  manager. 

7.  From  your  observation  of  a  floor  manager's  work  what  do 
you  consider  the  difficulties  of  his  position  ? 

8.  How  may  you,  as  a  salesperson,  lessen  his  difficulties  ? 

9.  Mention  three  ways  in  which  salespeople  may  cooperate 
with  buyers. 

10.  What  are  the  duties  of  an  assistant  buyer  ? 

11.  State  the  duties  of  a  head  of  stock ;  a  stock  boy  or  girl. 

12.  What  positions  in  a  store  may  be  held  equally  well  by  men 
and  women  ? 

13.  Explain  the  position  of  a  comparison  shopper;    a  service 
shopper. 

14.  What  is  the  function  of  a  "  professional  shopper  "  ? 

15.  Which  are  the  busiest  days  of  the  week  in  the  stores  of 
this  city  ?    Account  for  the  greater  activity  of  these  days. 

16.  W7hich  are  the  busiest  hours  of  the  day  in  these  stores  ? 

17.  What  is  done  to  induce  people  to  shop  during  the  less 
crowded  hours  of  the  day? 

18.  What  are  the  advantages  to  customers  of  shopping  early 
in  the  day  ? 

19.  What  are  "  hour  sales  "  ?    If  you  have  never  observed  one, 
talk  with  someone  who  has,  and  give  your  opinion  of  this  type 
of  bargain  sale. 

20.  What  are   trading  stamps,   and  what  is   their  underlying 
purpose  ? 

21.  What  is  your  opinion  of  the  trading-stamp  policy?     Give 
reasons  for  your  answer. 

22.  Explain  the  method  of  estimating  the  number  of  trading 
stamps  to  which  a  sale  is  entitled. 

23.  Which  are  the  busiest  months  of  the  year  in  department 
stores,  and  what  makes  them  so  ? 

24.  What  is  done  to  create  business  during  dull  seasons  ? 

25.  Explain   the   advantages   of   the   use   of  colored  tags  to 
indicate  sizes. 


262  A  TEXTBOOK  ON  RETAIL  SELLING 

26.  Discuss  any  disadvantages  of  this  system. 

27.  Why  are  tags  written  for  the  most  part  in  code  ? 

28.  Why  has  the  writing  of  the  selling  price  of  any  article  in 
code  figures  been  almost  universally  abandoned  ? 

29.  Describe  exactly  what  is  done,  as  you  see  it,  when  you 
return  an  article  to  the  largest  store  in  this  city  and  receive  a 
cash  refund. 

30.  Why  is  this   an  uneconomical  proceeding  for  the   store? 
for  the  customer? 

31.  Explain  in  detail  how  you,  as  a  customer,  like  to  be  treated. 

32.  Express  in  your  own  words   the  ideas   embodied  in  the 
quaintly  phrased  quotation  from  Bacon. 


A  CORNER  OF  AN   INVITING  READING-ROOM   FOR  EMPLOYEES 


STORE  ORGANIZATION  263 

ASSIGNMENTS 

1.  Make  a  list  of  the  positions  usually  held  by  girls  and  women 
in  department  stores.    Start  with  the  least  responsible  position  and 
grade  to  the  highest. 

2.  Analyze  in  a  similar  way  the  positions  usually  held  by  men 
and  boys. 

3.  Make  a  diagrammatic  representation  of  the  organization  of 
a  department  store. 

4.  Obtain  a  canceled   sales   check   from   a  department  store. 
Study  carefully  all  the  printed  headings  and  explain  each  one  from 
the  standpoint  of  store  organization.    Tell  why  each  point  asked  for 
is  needed  and  just  what  is  done  with  the  information  supplied. 

5.  Think   over   one    complete   day  which   you    have    recently 
spent  in  a  selling  position. 

a.  How  did  you  obtain  your  salesbook,  and  what  did  you  do 
to  prepare  it  for  the  day's  work  ? 

b.  What  did  you  do  with  your  salesbook   before  giving  it  up 
at  night  ?    Why  ? 

c.  How    many   different   forms    of   the    sales    check  did   you 
make  out?     Name  the  different  forms  which  required  the  floor 
manager's  signature. 

d.  Name  all  the  offices  and  officials  with  whom  you  came  in 
contact  during  the  day. 

6.  Make  a  list  of  all  the  store  rules  and  regulations  which  have 
been  brought  to  your  attention.    Give  a  reason  for  each  one. 

7.  Explain  what  is  meant  by  the  expression  "  Social- Welfare 
Activities "  and  make  a  list  of  all  such  activities  carried  on  by- 
one  store  in  this  city. 

8.  Make  a  copy  of  the  application  blank  shown  on  page  249 
and  fill  it  out  as  neatly,  completely,  and  accurately  as  possible. 
Compare  this  form  with  the  application  blank  used  by  a  store  in 
this  city. 


APPENDIX 

SUBJECTS   FOR  THEMES  AND  SPECIAL  TOPICS 

1.  My  First  Day  in  a  Department  Store. 

2.  The  Advertising  Value  of  a  Name. 

3.  Opportunities  for  Salesmanship  at  a  County  Fair. 

4.  Apprenticeship  a  Century  Ago  and  To-day. 

5.  Medieval  Guilds  and  Fairs. 

6.  The  Bazaars  of  the  Orient. 

"  7.  The  National  Chamber  of  Commerce :  its  Organization  and 
Purpose. 

8.  Local  Merchants'  Associations. 

9.  Bonuses,  Commissions,  and  Profit-sharing  for  Employees. 

10.  Privileges  of  Membership  in  Employees'  Organizations. 

11.  Reserve  Stock  :  what  it  is  and  its  Purpose. 

12.  The  Trade-Union  Movement. 

13.  The  Minimum  Wage. 

1 4.  The  Consumers'  League :  its  History,  Purpose,  and  Work. 

15.  Advantages  of  Work  in  a  Department  Store. 

1 6.  Special  Orders :  How  and  When  they  should  be  taken. 

17.  The  Business  of  Mail-Order  Houses. 

1 8.  "  Self-Serve"  Stores  and  Departments. 

19.  The  Itinerant  Salesman. 

20.  Old  Fabrics  and  Old  Dresses. 

21.  Bargain  Sales. 

22.  "As  for  enthusiasm,  it  is  worth  more  than   money   and 
learning  put  together  as  a  producer  of  happiness." 

23.  The  Ideal  Salesperson. 

265 


266  A  TEXTBOOK  ON  RETAIL  SELLING 

24.  Nature  as  a  Teacher  of  Color. 

25.  The  Story  of  a  Rag  Rug. 

26.  Moving-Picture  Advertising. 

27.  A  Child's  Impression  of  a  Toy  Department 

28.  Florists'  Windows. 

29.  My  Twenty-five  Dollar  Camping  Outfit. 

30.  The  Textile  Departments  of  a  Large  Store. 

31.  Famous  Chain  Stores. 

32.  Good  Books  as  an  Aid  in  Selling. 

33.  How  Good  Plays  help  us  in  our  Work. 

34.  How  to  use  the  Lunch  Hour. 

35.  My  Clothing  and  its  Cost  for  One  Year. 

36.  How  an  Old  Employee  may  help  a  New  One. 

37.  Pleasures  and  Perils  of  Christmas  Shopping. 

38.  "It  rests  with  the  people  to  commend  and  command  what 
serves  them  best." 

39.  Participation  of  Stores  in  Community  Activities. 

40.  Our  Responsibility  as  Customers. 

41.  The  Five-and-Ten-Cent  Store:  Bane  or  Blessing? 

42.  Telephone  Salesmanship. 

43.  Leading  Fashion  Journals. 

44.  The  Argument  for  American-Made  Goods. 

45.  The  Merchandise  Demand  of  each  of  the  Four  Seasons. 

46.  The  Pros  and  Cons  of  Trading  Stamps. 

47.  Observation  of  a  Demonstrator  and  his  Methods. 

48.  Labor  Laws  affecting  Retail  Stores. 

49.  An  Oriental  Shop :  its  Wares  and  its  Atmosphere. 

50.  John  James  Audubon  and  the  Millinery  Trade. 

5 1 .  Methods  of  Trading  among  the  Indians. 

52.  Famous  French  Designers  of  Clothing. 


APPENDIX  267 

BOOKS   FOR  REVIEW  AND   DISCUSSION 

BOOKS  OR  PARTS  OF  BOOKS  TO  BE  READ,  REVIEWED,  AND  USED 

AS  A  BASIS  FOR  ORAL  DISCUSSION  OR  WRITTEN  EXERCISES  ON 

SELECTED  TOPICS 

A  Description  of  a  Country  Store  : 

PERRY,  BLISS.    The  Broughton  House,  chap,  vii 

A  Child^s  First  Glimpse  of  a  City  Department  Store  : 

CANFIELD,  DOROTHY.    The  Bent  Twig,  Book  II,  chap,  x 

A  Theory  of  Fashion  : 

CANFIELD,  DOROTHY.   "  Hats,"  a  story  in  Home  Fires  in  France. 

Bargaining  in  Italy  : 

DE  MILLE,  JAMES.    The  Dodge  Club,  chap,  xxiii 
In  Harper's  Magazine.    Vol.  XXXV 

Shops  of  English  Tradesmen  in  the  Reign  of  James  I : 
SCOTT,  SIR  WALTER.   The  Fortunes  of  Nigel,  chap,  i 

Service  in  Stores  : 

LEE,  GERALD  STANLEY.    Crowds,  Book  II,  chap,  ix,  pp.  129-135 

Hepzibafts  Little  Shop  and  her  Salesmanship  : 

HAWTHORNE,  NATHANIEL.    The  House  of  Seven  Gables,  chaps, 
iii,  iv 

For  an  Understanding  of  Foreign  Citizens: 
ANTIN,  MARY.    The  Promised  Land 
KELLY,  MYRA.    Little  Citizens 
RIHBANY,  ABRAHAM  MITRIE.   A  Far  Journey 
Rus,  JACOB.   The  Making  of  an  American 
STEINER,  EDWARD  A.    From  Alien  to  Citizen 

For  an  Understanding  of  the  Negro  Problem  : 
WASHINGTON,  BOOKER  T.    Up  from  Slavery 

For  an  Appreciation  of  the  Spirit  of  the  Physically  Handicapped: 
KELLER,  HELEN.    The  Story  of  my  Life 


268  A  TEXTBOOK  ON  RETAIL  SELLING 

Of  Interest  in  Connection  with  Textile  Study : 
Sheep  and  Sheep-Raising  : 
AUSTIN,  MARY.    Isidro 
AUSTIN,  MARY.   The  Flock 
HARDY,  THOMAS.    Far  from  the  Madding  Crowd 
JACKSON,  HELEN  HUNT.    Ramona 
OLLIVANT,  ALFRED.    Bob,  Son  of  Battle 

Cotton  Mills  : 

COOKE,  GRACE  McGowAN.    The  Power  and  the  Glory 

Sericulture  : 

RIHBANY,  ABRAHAM  MITRIE.   A  Far  Journey,  chaps,  i  and  v 
Entrance  of  Women  into  New  England  Textile  Mills  : 

ROBINSON,  HARRIET  H.    Loom  and  Spindle 
The  Revolutionizing  Textile  Inventions  : 

HOLLAND,  RUPERT  S.    Historic  Inventions,  chaps,  v  and  vi 

GENERAL  REFERENCES 
Textiles  and  Clothing: 

BALDT,  LAURA  I.    Clothing  for  Women 

DOOLEY,  WILLIAM  H.   Textiles 

FALES,  JANE.    Dressmaking 

GIBBS,  CHARLOTTE.    Household  Textiles 

EARLE,  ALICE  MORSE.    Home  Life  in  Colonial  Days 

HOOPER,  LUTHER.    Hand-Loom  Weaving 

KINNE,  HELEN,  and  COOLEY,  ANNA  M.    Shelter  and  Clothing 

McGowAN,  ELLEN  BEERS,  and  WAITE,  CHARLOTTE  A.    Textiles 

and  Clothing 

MATTHEWS,  J.  M.    The  Textile  Fibres 
MITCHELL,  C.  A.,  and  PRIDEAUX,  R.  M.    Fibres  used  in  Textile 

and  Allied  Industries 

NISBET,  HARRY.    A  Grammar  of  Textile  Design 
NYSTROM,  PAUL.   Textiles 

TOOTHAKER,  CHARLES  R.    Commercial  Raw  Materials 
WATSON,  KATE  HEINTZ.   Textiles  and  Clothing 
WOOLMAN,  MARY  SCHENCK,  and  McGowAN,  ELLEN   BEERS. 

Textiles 


APPENDIX  269 

Cotton  : 

BENNETT,  FRANK  P.   A  Cotton  Fabrics  Glossary 

BROOKS,  C.  P.    Cotton 

LEE,  HENRY.    The  Vegetable  Lamb  of  Tartary 

THOMPSON,  ELIZA  B.    The  Cotton  and  Linen  Departments 

TOMPKINS,  D.  A.    Cotton  and  Cotton  Oil 

WATT,  SIR  GEORGE.    The  Wild  and  Cultivated  Cotton  Plants  of 

the  World 
WILKINSON,  FREDERICK.   The  Story  of  the  Cotton  Plant 

Silk  : 

American  Silk  Journal  ( Publisher).    A  Dictionary  of  Silk  Terms 
CHITTICK,  JAMES.    Silk  Manufacture  and  its  Problems 
DURAN,  LEO.    Raw  Silk 
EDWARDES,  M.    Silkworms 

FERNBACH,  R.  LIVINGSTON.   The  Chemical  Aspects  of  Silk  Manu- 
facture 

RAYNER,  ROLLINS.    Silk  Throwing  and  Waste  Silk  Spinning 
WILLIAMS,    CARRIE.      Complete    Instruction    in    rearing    Silk- 
worms 

Wool:  • 

BENNETT,  FRANK  P.    Woolen  and  Worsted  Fabrics  Glossary 
SMITH,  HENRY  B.    Sheep  and  Wool  Industry  of  Australasia 
UNITED  STATES  TARIFF  BOARD,  1912.    Schedule  K 

Lace : 

GOLDENBERG,  SAMUEL  L.    Lace  :  its  Origin  and  History 

JACKSON,  Mrs.  F.  NEVILL.    A  History  of  Hand-Made  Lace 

JOURDAIN,  M.    Old  Lace 

MOORE,  N.  HUDSON.   The  Lace  Book 

PALLISER,  Mrs.  BURY.    History  of  Lace 

POLLEN,  Mrs.  JOHN  HUNGERFORD.    Seven  Centuries  of  Lace 

Salesmanship,  Advertising,  and  Trade  : 

CHERINGTON,  PAUL  TERRY.    The  First  Advertising  Book 
CORBION,  W.  A.    The  Principles  of  Salesmanship,  Deportment, 

and  System 

DELAND,  LORIN  F.    At  the  Sign  of  the  Dollar 
DELAND,  LORIN  F.    Imagination  in  Business 


270  A  TEXTBOOK  ON  RETAIL  SELLING 

NYSTROM,  PAUL.    Economics  of  Retailing 

NYSTROM,  PAUL.    Retail  Selling  and  Store  Management 

PARSONS,     FRANK    ALVAH.      The    Principles    of    Advertising 

Arrangement 
SAMPSON,  E.    Advertise ! 

SELFRIDGE,  H.  GORDON.   The  Romance  of  Commerce 
WHITEHEAD,  HAROLD.   The  Principles  of  Salesmanship 

Industries  : 

ALLEN,  NELLIE  B.    Geographical  and  Industrial  Studies 
BISHOP,  AVARD  L.,  and  KELLER,  ALBERT  G.   Industry  and  Trade 

Opportunities  in  Store  Work  : 

ALLEN,  FREDERICK  J.    Business  Employments,  Part  II 
ALLEN,  FREDERICK  J.    Indianapolis  Survey  for  Vocational  Edu- 
cation, Vol.  II,  Part  I,  chap,  x 
GOWIN,  ENOCH  B.,  and  WHEATLEY,  WILLIAM  A.    Occupations 

Hygiene  : 

BROADHURST,  JEAN.    Home  and  Community  Hygiene 

EVERTS,  KATHERINE  JEWELL.   The  Speaking  Voice 

FISHER,  IRVING,  and  FISK,  EUGENE  L.   How  to  Live 

GULICK,  LUTHER  H.   The  Efficient  Life 

HOUGH,  THEODORE,  and  SEDGWICK,  WILLIAM  T.   The  Human 

Mechanism  (Revised) 

PYLE,  WALTER  L.  (Ed.).   A  Manual  of  Personal  Hygiene 
WALTON,  GEORGE  L.    Calm  Yourself 
WALTON,  GEORGE  L.    Peg  Along 
WALTON,  GEORGE  L.   Those  Nerves 
WALTON,  GEORGE  L.   Why  Worry  ? 

Color  and  Design  : 

BALDT,  LAURA  I.    Clothing  for  Women,  chap,  iv,  "  Color  " 
DANIELS,  FRED  H.    Furnishing  a  Modest  Home 
DAY,  LEWIS  FOREMAN.    Every-Day  Art 
DILLAWAY,  THEODORE.    Decoration  of  School  and  Home 
KEITH,   HENRIETTA   P.,  and   CUMMINS,  ELEANOR  A.    Interior 
.  Decoration  and  Furnishing 
MORRIS,  WILLIAM.    Hopes  and  Fears  for  Art 
PARSONS,  FRANK  ALVAH.   Applied  Art 


APPENDIX  271 

PARSONS,  FRANK  ALVAH.    Interior  Decoration 

PARSONS,     FRANK    ALVAH.      The    Principles     of    Advertising 

Arrangement 

RHEAD,  G.  WOOLLISCROFT.    Principles  of  Design 
VALLANCE,  AYMER.   William  Morris 

Costume  : 

EARLE,  ALICE  MORSE.    Costume  of  Colonial  Times 

EARLE,  ALICE  MORSE.    Two  Centuries  of  Costume  in  America 

FAIRHOLT,  F.  W.    Costume  in  England.    2  vols. 

FALES,  JANE.    Dressmaking 

HUGHES,  TALBOT.    Dress  Design 

PLANCH£,  JAMES  ROBINSON.   A  Cyclopaedia  of  Costume.    2  vols. 

PRICE,  JULIUS  M.    Dame  Fashion 

RHEAD,  G.  WOOLLISCROFT.    Chats  on  Costume 

WEBB,  WILFRED  MARK.    The  Heritage  of  Dress 

Trade  Journals  : 

American  Silk  Journal 

American  Stationer  and  Office  Outfitter 

American  Wool  and  Cotton  Reporter 

Boot  and  Shoe  Recorder 

China,  Glass  and  Lamps 

Dry  Goods  Economist 

Fibre  and  Fabric 

Furniture  Journal 

Jewelers'  Circular 

Lace  and  Embroidery  Review 

Men's  Wear 

Millinery  Trade  Review 

Nugent1  s  Bulletin 

Shoe  and  Leather  Reporter 

Sporting  Goods  Dealer 

Textiles 

Textile  World  Journal 

Upholsterer  and  Interior  Decorator 

Wall  Paper  News  and  Interior  Decoration 

Women's  and  Infants'  Furnisher 

Women's  Wear 


272 


A  TEXTBOOK  ON  RETAIL  SELLING 


FRENCH  TERMS   SALESPEOPLE   SHOULD   KNOW1 


Colors 

beige :  drab 

blanc,  blanche  :  white 

cafe*  au  lait:  the  color  of  coffee 

combined  with  hot  milk 
cerise :    literally,    cherry ;    a   red- 
violet  hue 

champagne  :  very  light  tan 
chartreuse :  the  color  of  the  wine 

of    this   name;    a   light,    vivid 

yellow 

ciel :  literally,  sky ;  a  light  blue 
e"cru  :  a  light  tan,  somewhat  darker 

than  champagne 
jaune :  yellow 
mauve  :  the  color  of  the  petals  of 

the   mallow ;    a   delicate   violet 

hue 

noir:  black 
r6seMa :    literally,    mignonette ;    a 

gray  green 
rouge :  red 
taupe :  a  warm  gray ;  usually  tinged 

with  brown  or  violet 
vert:  green 
vieux  bleu  :  old  blue ;  gray  blue  of 

medium  tone 

Fabrics 

barege:  a  sheer,  light-weight  woolen 

material,    seen    occasionally    in 

veils 


batiste :  a  soft,  smooth,  light-weight 
material  of  mercerized  cotton 

boucle*  :  literally,  curled ;  a  thick 
woolen  fabric  with  loops  of  hairy 
fibers  brought  to  the  surface 

broche" :  brocade ;  an  elaborate 
woven  pattern,  usually  a  rich 
silk  fabric 

charmeuse  :  a  soft,  rich  satin 

chenille  :  a  soft,  lustrous,  decora- 
tive material  of  cotton;  used 
chiefly  in  yarns  for  trimmings 

chiffon  :  a  delicate,  diaphanous  silk 
fabric 

coutil :  an  exceptionally  fine,  firm, 
close  cotton  fabric  used  for  cor- 
sets ;  usually  a  fine  herringbone 
weave 

crepe  de  Chine:  a  soft,  firm  silk 
fabric  that  has  a  characteristic 
crinkled  appearance 

e*pingle :  a  woolen  fabric  resem- 
bling poplin  but  with  horizontal 
ribs  set  less  closely 

faille  francaise  :  a  soft  pliable  silk 
fabric  with  satin  finish  and  close, 
fine  horizontal  ribs 

glace* :  a  soft  changeable  silk  with 
warp  yarns  of  one  color  and 
filling  yarns  of  another 

grosgrain  :  a  stiff,  heavy  silk  fabric 
with  close,  firm  horizontal  ribs 


1  It  is  strongly  urged  that  these  vocabularies  be  studied  under  the 
direction  of  a  French  teacher,  if  possible. 


APPENDIX 


273 


louisine :  a  silk  fabric  of  medium 
weight  and  luster ;  a  fine  basket 
weave  gives  a  slightly  rough 
feeling  and  appearance 

malines :  a  fine  silk  net,  very 
delicate  and  sheer 

marquisette :  a  fine  but  strong 
silk  net;  the  distinctive  weave 
gives  firmness 

messaline :  a  soft  light-weight  satin 

moire* :  a  fairly  heavy  silk  material 
with  horizontal  ribs  ;  the  distinc- 
tive feature  is  a  watered  effect 
produced  by  pressure 

mousseline  de  sole :  crisp,  fine, 
sheer  silk  muslin 

peau  de  cygne :  literally,  swan's- 
skin ;  a  soft  satin  similar  to 
messaline 

peau  de  sole :  literally,  silk  skin ; 
a  firm,  handsome,  somewhat  stiff 
and  dignified  silk  fabric  with  an 
almost  invisible  horizontal  rib 

pique" :  a  substantial  cotton  material 
with  prominent  ribs  running 
either  vertically  or  horizontally 

toile  :  linen  cloth 

tulle :  like  malines  except  that  it 
is  even  more  fragile ;  used  for 
wedding  veils 

velours  de  laine  :  wool  velours ;  a 
thick,  soft,  warm  woolen  fabric ; 
exceptionally  warm  for  its 


weight ;    a  fine,  close  nap  ob- 
scures the  weave 

voile :  a  light-weight,  sheer,  loosely 
woven  fabric  of  cotton,  silk,  or 
wool ;  very  durable,  owing  to 
its  hard-twisted  yarns 

Laces l 

applique* :  a  lace  made  by  sewing 
lace  figures  on  a  delicate  founda- 
tion usually  of  net 

Chantilly  :  a  lace  made  usually  of 
silk;  the  distinctive  feature  is 
the  outlining  of  the  figures 
which  form  the  pattern  by  a  flat, 
untwisted  silk  thread.  The  lace 
receives  its  name  from  Chantilly, 
a  town  near  Paris,  where  the 
industry  originated 

Cluny :  a  relatively  heavy  bobbin 
lace  made  of  cotton,  linen,  or 
silk.  In  modern  Cluny  lace  the 
patterns  are  usually  geometric 

dentelle :  the  French  term  for 
lace 

duchesse  :  a  fine  bobbin  lace 

entre  deux :  lace  or  embroidery  in- 
sertion ;  usually  a  fine  beading 
of  lace  or  embroidery 

filet  (tf  darned  netting  ") :  a  foun- 
dation of  net,  with  square  mesh, 
is  stretched  on  a  frame,  and  the 
pattern  is  darned  in 


1  bobbin  lace  :  lace  made  on  a  stuffed  cushion  by  the  interlacing  of 
threads  wound  on  bobbins.  —  needle-point  lace  :  lace  made  entirely  with 
the  needle. 


2/4 


A  TEXTBOOK  ON  RETAIL  SELLING 


guipure  :  a  general  term  applied  to 
large-patterned,  relatively  coarse 
laces 

macrame' :  a  heavy,  coarse,  effec- 
tive cotton  lace  made  from  cord 
of  the  same  name;  used  most 
extensively  for  upholstery  pur- 
poses 

passementerie :  until  the  seven- 
teenth century  the  French  term 
for  lace  was  'passement,  and  the 
word  "  passementerie "  meant 
a  lace-maker.  It  now  stands  for 
almost  any  kind  of  narrow 
trimming 

picot :  a  small  loop  introduced  into 
a  pattern  of  lace  to  enrich  it; 
also  a  narrow  crocheted  lace 
edge 

point  d'esprit:  a  term  applied  to 
a  net  whose  surface  is  broken 
at  regular  intervals  by  small 
solid  squares 

point  de  gaze :  an  extremely  fine 
and  delicate  point  lace ;  consid- 
ered by  many  the  most  choice 
of  all  point  laces 

point  de  Venise :  a  rich  needle- 
point lace  with  showy  designs 
brought  out  in  bold  relief 

Renaissance :  a  modern  lace  of 
narrow  braid  fashioned  into 
patterns;  Battenberg  lace  is  a 
form  of  Renaissance  lace 

torchon  :  a  relatively  coarse  bobbin 
lace  much  used  in  narrow  edges 
for  trimming  underwear  and 


children's  garments ;  the  pat- 
terns are  usually  very  simple 
Valenciennes  :  a  fine,  soft,  dainty 
bobbin  lace  with  very  open  and 
regular  mesh ;  originally  one  of 
the  finest  and  rarest  of  laces. 
The  most  choice  variety  was 
made  of  such  fine  thread  that 
the  lace  was  made  in  under- 
ground rooms,  where  the  damp- 
ness prevented  the  delicate 
thread  from  breaking 

Clothing 

blouse :  waist 

botte :  boot 

chapeau :  hat 

chemisette  :  a  vestee  or  neckpiece 

chou :    literally,   cabbage ;    a  soft, 

fluffy  bow  of  malines  or  tulle 

worn  at  the  neck 
col :  collar 
cravate :  necktie 

fichu  :  a  soft  collar  with  long  ends 
gilet:  vest 
guimpe :  a  kind  of  chemisette  or 

waist 

jabot :  a  kind  of  neckwear 
lingerie :  muslin  underwear 
manteau :  cloak 

ne'glige'e  :  a  loose,  informal  gown 
pantalon :  trousers 
pantoufle :  slipper 
pardessus :  overcoat 
robe  de  chambre  :  a  lounging  robe 
ruche :  ruching  or  ruffling  for  the 

neck 


APPENDIX 


275 


soulier:  shoe 

toque  :  a  small,  close  hat 

Miscellaneous 

aigrette :  a  tuft  of  feathers  taken 

from  birds  of  the  heron  family 
atelier :  a  studio  or  workroom  of 

a  designer 
bague :  ring 
bassinet :  a  wicker  basket  serving 

as  a  cradle ;  usually  lined  with 

silk  and  lace 

boudoir :  a  lady's  chamber 
bourse :  purse 
bouton:  button 

bretelle :  an  ornamental,  suspender- 
like  shoulder  strap 
brode"  a  la  main :  hand  embroidered 
brosse :  brush 
buffet :   a  sideboard ;   also  a  term 

used    to    describe   an   informal 

luncheon 

caoutchouc :  rubber 
carafe :  a  glass  water  bottle 
carte  de  visite  :  visiting  card 
casserole  :  a  baking  dish 
chic :  very  stylish  and  effective ; 

chic    effects    are    often    due    to 

clever  or  unusual  designing 
chignon:   an  arrangement  of  the 

hair  at  the  nape  of  the  neck 
cire" :  waxed ;  made  shiny 
coiffure :  any  arrangement  of  the 

hair 

corsage  :  the  waist  of  a  dress 
couteau :  knife 
couverture :  blanket 


cuiller:  spoon 

cuisine  :  kitchen  ;  also  cookery 

de"but :  a  beginning ;  a  young  girl's 

formal  entrance  into  society 
debutante :  a  young  girl  who  has 

just  made  her  debut 
de'collete' :  a  gown  cut  low  in  the 

neck 

drap  :  cloth 
drapeau :  flag 

eau  de  toilette  :  toilet  water 
enfant :  baby 
essuie-main :  towel 
fapon :  fashion 
femme :  woman 
fillette :  little  girl 
fourche :  fork 
gants :  gloves 
garpon :  boy 
garponnet :  little  boy 
homme :  man 
jeune  fille  :  young  girl 
layette  :  a  baby's  first  outfit 
lit:  bed 
lorgnette:  eyeglasses  with  a  long 

or  short  handle 
marabout:    soft,    downy   feathers 

from  a  bird  of  the  stork  family 
massage  :  a  remedial  treatment  of 

the  body   consisting  chiefly  of 

rubbing 
masseuse  :  one  who  gives  massage 

treatment 
mode :  fashion 
modiste:  milliner 
montre :  watch 
mouchoir:  handkerchief 


276 


A  TEXTBOOK  ON  RETAIL  SELLING 


nouveaute":  novelty 

objets  d'art:  artistic  furnishings 
and  ornaments 

ombrelle :  parasol 

oreiller:  pillow 

panier :  literally,  a  basket.  In 
dressmaking,  material  puffed  or 
draped  at  the  hips.  In  foreign 
countries  beasts  of  burden  carry 
baskets  in  pairs,  one  on  each 
side.  This  explains  the  use  of 
the  term 

papier:  paper 

papier-machS :  a  hard  and  strong 
substance  made  of  paper  pulp 


parapluie :  umbrella 

parfum  :  perfume 

plat :  dish 

poudre  de  riz  :  rice  powder 

rideau :  curtain 

ruban:  ribbon 

sachet :  scented  powder 

savon :  soap 

soutache  :  a  narrow  braid 

suede :  a  kind  of  soft,  undressed 

leather 

tailleur:  tailor 
tasse :  cup 

trousseau  :  a  bride's  outfit 
verre :  glass 


INDEX 


Abuse  of  exchange  privilege,  159- 
160 

Accounting  department.  See  Finan- 
cial department 

Advertising,  service  and  policy 
featured  in,  178-181  ;  old-style, 
218-219;  chapter  on,  218-246; 
ethics  of,  219-220;  good-style, 
220,  223 ;  editorial  style,  224- 
226;  explanation  of  special 
prices,  226-228 ;  educational 
value,  231-234;  humorous  style, 
234,  237  ;  mediums  of,  237 ; 
window  displays,  237-238 ;  de- 
pendent for  success  upon  co- 
operation of  salespeople,  238- 
239  >  Questions  and  Problems, 
237-241  ;  Assignments,  241-246 

Advertising  department,  place  in 
organization,  247 

Advertising  leaflets,  waste  of,  207 

Advertising  manager,  place  in 
organization,  251  ;  qualifications, 
253 ;  groups  responsible  to,  253 

Advertising  mediums:  satisfied  cus- 
tomers, 218;  newspapers,  218— 
237  ;  miscellaneous,  237  ;  window 
displays,  237-238 

Alterations  and  erasures  on  sales 
checks,  25 

Annals  of  the  American  Academy  of 
Political  and  Social  Science,  "  Cor- 
porations and  Public  Welfare," 
quoted,  10 

Appearance  and  deportment  of 
salespeople,  proper  clothing  for 
work,  38-39;  chapter  on,  38-52; 
dress  requirements,  39-40;  dig- 
nity of  uniformity,  40;  cleanli- 
ness and  neatness,  41  ;  personal 
standards  in  relation  to  work, 


41-42  ;  influence  of  good  appear- 
ance, 42 ;  physical  attitude,  43- 
44  ;  Questions  and  Problems,  49- 
51;  Assignments,  51-52.  See  also 
Deportment 

Apprenticeship,  5 

Approaching  customers,  a  means  of 
expressing  store  policy,  86-87  '•> 
chapter  on,  86-99  >  first  impres- 
sions, 87-89 ;  manner,  89 ;  ad- 
dressing customers  by  name,  90- 
91  ;  introductory  phrases,  91-93  ; 
questioning  customers,  93-95 ; 
study  of  customers,  95  ;  Questions 
and  Problems,  96-98 ;  Assign- 
ments, 98-99 ;  first  step  in  sale, 
128 

Arrangement  of  stock,  importance 
of,  72 ;  bases  of  classification, 
72-73.  See  also  Care  of  stock  and 
Display  of  merchandise 

Association  of  ideas,  psychological 
principle  applicable  to  salesman- 
ship, 139—140 

Atlantic  Monthly,  "  The  Country 
Store,"  by  Charles  Moreau 
Harger,  referred  to,  n  (note) 

Attitude  towards  work,  12-13,  181- 
182 

Auditing  department,  duties  of, 
254 

"Bacon,  Sir  Francis,  quoted,  260 
Balance,    principle    of,    relation    to 

display  of  merchandise,  81 
Bargain  hunters,  68,  199 
Bargain  sales,  tendency  to  eliminate, 

226-227 

Blind  customer,  191 
Bon  Marche  a  pioneer  department 

store,  9 


277 


2/8 


A  TEXTBOOK  ON  RETAIL  SELLING 


Boston  Evening  Transcript  quoted 
to  illustrate  significance  of  names, 

I II-II2 

Boucicaut,  M.  Aristide,  founder  of 
Bon  Marche,  9 

Call  slip.    See  Want  slip 

Candy  offered  by  customers,  197 

Care  of  stock,  a  matter  of  good 
housekeeping,  63  ;  illustration  of 
extreme  negligence,  64 ;  need  of 
proper  tools,  64;  time  to  do  stock 
work,  64-65;  repairs,  65-66;  re- 
sults of  carelessness,  65,  66,  67, 
73-74;  protection  of  merchan- 
dise, 66 ;  lost  parts,  66-67  '•>  on 
bargain  tables,  67-68  ;  reasons  for 
handling  carefully,  67-68,  71  ; 
relation  to  salesmanship,  68,  71  ; 
customers'  part  in,  71.  See  also 
Arrangement  of  stock  and  Dis- 
play of  merchandise 

Care  of  store  property,  208-209 

Carrying  parcels  recommended  by 
Commercial  Economy  Board,  205 

Cash  customers,  their  use  of  ex- 
change privilege,  168 

Centennial  Exposition,  John  Wana- 
maker's  opinion  of  its  influence,  i  o 

Center  of  interest.  See  Display  of 
merchandise 

Chain  stores,  n 

Chamber  of  Commerce,  regulations 
in  regard  to  returned  goods,  160; 
recommendations  of  Cleveland 
Chamber  of  Commerce,  161-162, 
164 

Charge  customers,  their  use  of  ex- 
change privilege,  168 

Cherington,  Paul  Terry,  "  The  First 
Advertising  Book,"  quoted,  185 

Children  as  customers,  189-190 

Classification  of  stock.  See  Arrange- 
ment of  stock 

Cleveland  Chamber  of  Commerce, 
recommendations  of,  161-162, 
164 

Closing  sales.    See  Concluding  sales 

Clothing.  See  Appearance  and  de- 
portment of  salespeople 


C.O.D.'s,  20,  27,  28,  29.  162,  169,  205 

Commercial  Economy  Board,recom- 
mendations  of,  205 ;  reasons  for 
adopting,  206 

Cohimission.    See  Wages 

Comparison  shoppers,  173 

Competition  on  basis  of  service,  173 

Concentration  in  selling,  134-135 

Concluding  sales,  chapter  on,  128— 
143;  third  step  in  sale,  128;  nar- 
rowing the  sale,  130;  emphasis 
of  best  points,  130;  exercise  of 
judgment,  133;  broadening  cus- 
tomers'outlook,  133-134;  demon- 
stration of  merchandise,  134; 
concentration,  134;  meeting  diffi- 
culties, 135-136;  courteous  leave- 
taking,  138-139;  Questions  and 
Problems,  140-142  ;  Assignments, 
142-143 

Conditions  of  exchange,  161-162 

Conduct.    See  Deportment 

Conservation.  See  Resources 

Continuing  sales  through  sugges- 
tion, 148 

Contrast,  principle  of,  relation  to 
display  of  merchandise,  81 

Cooperation,  need  of,  149-153,  259- 
260 

Country  store,  6,  9,  257 

Credit.    See  Exchanges 

Credit  department,  254 

Customers,  their  part  in  stock- 
keeping,  71  ;  as  teachers,  103- 
104;  types  of,  128-130,  187-200; 
excuses  offered  by,  137-138; 
chapter  on,  187-203 ;  Assign- 
ments, 203 

Deaf  customers,  192 

Delivery,  saving  on,  205,  210-211 

Demonstration  of  merchandise  an 
aid  in  selling,  134 

Deportment  of  salespeople,  44,  47- 
49 ;  conversation,  44 ;  loud  call- 
ing, 47 ;  personal  comment,  47- 
49.  See  also  Appearance  and  de- 
portment of  salespeople 

Design,  principles  of,  related  to 
merchandise  display,  76,  81 


INDEX 


279 


Directing  customers,  chapter  on, 
53-60 ;  need  of  accuracy  and 
courtesy,  56 ;  need  of  clearness, 
57  ;  Questions  and  Problems,  58- 
59  ;  Assignments,  59-60.  See  also 
Location  of  merchandise 

Display  of  merchandise,  general 
principles,  74-76,  81 ;  relation  to 
suggestive  selling,  147 

Division  of  labor  in  department 
stores,  53 

Dodge,  William  E.,  boyhood  ex- 
periences as  apprentice,  5 

Dress  requirements,  39-40.  See 
also  Appearance  and  deportment 
of  salespeople. 

Duplicate  check,  parts  of,  23 

Early  customers,  198 

Early  shopping  recommended  by 
Commercial  Economy  Board, 
205 

Editorial  advertisements.  See  Ad- 
vertising 

Educational  value  of  advertise- 
ments, 231-234 

Elderly  customers,  193 

Elimination  of  waste.  See  Waste ; 
see  also  Resources 

Employment,  conditions  of.  See 
Working  conditions 

Employment  department,  place  in 
organization,  247 

English,  use  of,  116;  exactness, 
116;  slang,  116-117;  effective 
expression  an  aid  in  presenting 
selling  points,  116-120;  variety, 
117;  uncommunicative  sales- 
people, 117-118;  talking  at  ran- 
dom, 118-119 

Enthusiasm  in  selling,  100 

Errors  on  sales  checks,  cases  cited, 
26-27;  in  exchanges,  168-169; 
loss  occasioned  by,  209-210; 
traced  by  auditing  department, 
254;  results  of,  259 

Ethics  of  advertising,  219-220 

Evolution  of  department  store, 
from  "  one-line  "  specialty  house, 
6 ;  from  general  country  store,  6 ; 


Edward  A.  Filene's  explanation 
of,  6,  9,  note 

Exchanges,  authorization  of,  28 ; 
policy  established,  1 58- 159; 
chapter  on,  158-171;  abuse  of 
privilege,  159-160;  regulations 
imposed  by  Chambers  of  Com- 
merce, 160-162;  regulations  of 
Retail  Merchants  Board  of  the 
Cleveland  Chamber  of  Com- 
merce, 161-162;  advantages  of 
policy,  162-163;  disadvantages, 
163-164;  check  on  excessive 
use,  164-165;  salesmanship  in- 
volved, 165—168,  169;  errors  occa- 
sioned by,  168-169 ;  use  by 
charge  customers,  168-169;  per- 
sonal element,  169;  Questions  and 
Problems,  169-171 ;  Assignments, 
171  ;  recommendations  of  Com- 
mercial Economy  Board,  205 

Excuses  for  not  buying,  list  of, 
137-138 

External  appearances  not  safe  cri- 
terion, 95 

Female  help.  See  Women,  employ- 
ment of 

Field,  Marshall,  sketch  of  career,  14 

Filene  Cooperative  Association, 
lecture  given  at,  quoted,  6,  9 

Filene,  Edward  A.,  explanation  of 
evolution  of  department  store,  6, 
9,  note 

Financial  department,  a  division  of 
organization,  248 ;  subdivisions 
of,  254;  employees  connected 
with,  257 

Financial  manager,  place  in  organ- 
ization, 251;  functions  of,  254; 
groups  responsible  to,  257 

First  impressions,  87-89,  95 

Floor  superintendent's  authoriza- 
tion, sales  requiring,  28-29 

Foreign  customers,  193-194 

Friends  meeting  while  shopping,  197 

General  manager,  duties  of,  248 ; 
diagram  showing  his  place  in  the 
organization,  251 


280 


A  TEXTBOOK  ON  RETAIL  SELLING 


Gifts,  return  of,  162 

"Golden  Book  of  the  Wanamaker 

Stores"  quoted,  2,  158 
Great  War,  lessons  of  conservation 

taught  by,  204.  See  also  Resources 

Handkerchief,  merchandise  study 
of,  outline,  104-106;  Special 
Questions,  106;  background  for 
study  of,  1 06,  109 

Human  opportunity  in  store  work, 
12-13 

Humorous  advertisements.  See  Ad- 
vertising 

Hurried  customers,  194 

Indefinite    customers,    method    of 

dealing  with,  128-129 
India  cotton,  strange  names  for,  3 
Interruptions,  135 
Introductory  phrases,  list  of,  92 
Invalids  as  customers,  192 

Jordan,  Eben,  his  maxim  of  service, 

178 
"Just  looking"  type  of  customer,  188 

Late  customers,  198-199 

Legal  importance,  of  sales  check, 
24;  of  truthful  representation  of 
merchandise,  115;  of  honest  ad- 
vertising, 219-220 

Location  of  merchandise,  plan  for 
learning,  54-56 

Lost  sales,  through  limited  view- 
point of  customer,  133;  through 
failure  to  meet  objections,  135; 
through  interruptions,  135; 
through  discourtesy  in  giving 
information,  136-137 

Mail-order  department  as  a  service 

feature,  174,  177-178 
Mail-order  house,  1 1 
Markdowns     occasioned    by    poor 

salesmanship,  211 
Marking,  method  of,  258  (note) 
Martyn,  Carlos,  "  William  E.  Dodge: 

The  Christian  Merchant,"  quoted, 

3-4,  5 


Men  as  customers,  190-191 

Merchandise,  of  early  days,  3-4 ; 
learning  location  of,  54-56 ;  turn- 
over, 61-63  ;  chapter  on,  61-85  ; 
care  of,  63-74;  display,  74-81; 
Questions  and  Problems,  82-84 ; 
Assignments,  84-85 ;  study  of, 
100-110;  significance  of  names, 
1 10-112;  careful  selection  recom- 
mended by  Commercial  Economy 
Board,  205 ;  losses  connected  with, 
2 1 1-2 1 2.  See  also  Selling  points 

Merchandise  manager,  relation  to 
general  manager,  251  ;  functions 
of,  252-253;  groups  responsible 
to,  252  (note),  253 

Merchandising,  place  in  organiza- 
tion, 247 

Misdirecting    customers,    influence 

of>  53-54 

Mother  with  child  a  type  of  cus- 
tomer, 191 

•Names  of  customers,  remembering, 

90-91 

Names  of  merchandise,  3,  110-112 
Narrowing  the   sale  a  principle   of 

salesmanship,  130 
Near-sighted  customers,  192 
New  England  Telephone  and  Tele- 
graph Company,  educational  ad- 
vertisements, 233 
Neiv  York  Tribune  quoted,  3,  218 
Nonreturnable  articles,  161 
Nonreturnable  tags,  162 
Nystrom,  "Economics  of  Retailing," 
reference  to,  238 

Operating  end  of  business,  place  in 
organization,  247 ;  employees  con- 
nected with,  252 

Original  check,  parts  of,  20 

"  Out  sizes,"  192 

Overmeasurement,  208 

Percentage  of  sales.    See  Wages 
Personal  comment,  impropriety  of, 

47-49 

Personal  standards.  See  Appearance 
and  deportment  of  salespeople 


INDEX 


28l 


Physical    attitude,    importance    of, 

43-44 

Physically  handicapped  customers, 
191-192 

Pioneer  department  stores,  9-10 

Policies  of  storekeeping,  during 
early  period,  1—3 ;  in  modern 
times,  3  (note),  86-87;  revisions 
necessitated  by  war,  205-206; 
reflected  in  advertising,  219-220 

Positive  customers,  method  of  deal- 
ing with,  129 

Presentation  of  selling  points,  dis- 
crimination in,  112;  importance 
of  truthful  statements,  112,  115; 
importance  of  honest  opinions, 
11^-116;  use  of  English,  116- 
119;  influence  of  voice,  119-120 

Presenting  merchandise,  second 
step  in  .sale,  128 

Privilege  of  exchange,  159-160.  See 
also  Exchanges 

Progress  of  merchandise,  257-258 

Proportion,  principle  of,  relation  to 
display  of  merchandise,  76 

Provincial  customers,  200 

Publishers'1  Weekly  quoted,  68,  71, 
72 

Quota.    See  Wages 

Reference  books  an  aid  in  mer- 
chandise study,  109 
Refunds.  See  Exchanges 
Repairing  merchandise,  65—66 
Resources,  use  of,  necessitated  by 
the  war,  204  ;  recommendations 
of  Commercial  Economy  Board, 
204-205;  chapter  on,  204-217; 
revision  of  store  policies,  205- 
206 ;  conservation  of  supplies, 
206-207 ;  waste  in  yardage  de- 
partments, 207-208  ;  care  of  store 
property,  208-209  >  errors  on 
sales  checks,  209-210;  waste  of 
time,  210;  saving  on  delivery, 
210-21 1  ;  losses  on  merchandise, 
211-212;  relation  to  wages,  212- 
214;  Questions  and  Problems, 
214-216;  Assignments,  217 


Retail  Merchants  Board.  See  Cham- 
bers of  Commerce 

Returned  goods.    See  Exchanges 

Rhead,  G.  Woolliscroft,  "  The  Prin- 
ciples of  Design,"  quoted,  76,  81 

Rhymed  advertisements.  See  Ad- 
vertising 

Sales,  forms  of,  27-30;  steps  in, 
128 

Sales  book,  as  record  of  sales,  19; 
parts  of,  20.  See  also  Sales  check 

Sales  check,  chapter  on,  19-37 ; 
parts  of,  20,  23  ;  protective  func- 
tion, 23 ;  facts  recorded  on,  23- 
24 ;  legal  importance,  24 ;  rules 
in  regard  to,  25-27  ;  cases  of  care- 
lessness, 26-27  ;  common  forms 
of,  27 ;  cases  requiring  author- 
ization, 27-29 ;  Questions  and 
Problems,  33-37  ;  Assignments, 
37.  See  also  Transfer,  Want  slip, 
Errors  on  sales  checks 

Salesmanship,  old  method  of,  1-3  ; 
relation  to  stock-keeping,  68,  71.; 
involved  in  exchanges,  163-168; 
relation  to  service,  181-184;  rela~ 
tion  to  wages,  212-213;  impor- 
tance of  cooperation,  259-260. 
See  also  Approaching  customers, 
Concluding  sales,  Customers, 
Selling  points,  Suggestive  selling, 
Turnover 

Salespeople,  attitude  toward  work, 
12-13,  181-182;  appearance  and 
deportment,  38-49 ;  aid  given  in 
directing  customers,  53-57 ;  re- 
sponsibility for  care  of  stock,  63- 
74 ;  responsibility  for  success  of 
store  advertising,  238-239.  See 
also  Salesmanship 

Sample  giving,  207-208 

Selling  energy,  relation  to  wages, 
212-213 

Selling  expenses  affected  by  waste, 
213-214 

Selling  per  cent.    See  Wages 

Selling  points,  knowledge  of,  gained 
through  merchandise  study,  TOO, 
103-106,  109-110;  chapter  on, 


282 


A  TEXTBOOK  ON  RETAIL  SELLING 


100-127;  discriminating  use  of, 
112;  presentation  of,  112,  115- 
120;  Questions  and  Problems, 
120-124  >  Assignments,  124,  127 
Service,  salespeople  exponents  of, 
12-13,  181-184;  chapter  on,  172- 
186;  widespread  expression  of, 
172  ;  a  basis  of  competition,  173  ; 
service  features,  173-174;  ren- 
dered through  mail-order  depart- 
ment, 174,  177;  reflected  in 
advertising,  178-181  ;  Questions 
and  Problems,  184-185  ;  Assign- 
ments, 185-186 

Service  bureaus,  activities  of,  173 
Service  center,  store  as,  11-12 
Service  features,  a  list  of,  173—174  ; 

employees  concerned  with,  252 
"  Serving  "  customers,  significance 

of  the  expression,  93 
Shopping  card.  See  Transfer 
Show   windows.    See    Window    dis- 
plays 

Silent     customers,     difficulty    pre- 
sentedby,  187;  questions,  187-188 
Sitting  position,  main  points,  43 
Sources    of   merchandise   informa- 
tion,  103,   109 

Sources  of  waste.    See  Waste 
Spacing,  principle  of  design,  rela- 
tion to   display  of  merchandise, 
76 

Standing  position,  main  points,  43 
Starting  sales  by  suggestion,   144, 
147.  See  also  Approaching   cus- 
tomers 
Statistical    department,    duties    of, 

254 

Stewart,  A.  T.,  9 ;  founder  of  A.  T. 
Stewart  store,  10,  15;  sketch  of 
career,  13-14;  mentioned,  1(^5; 
attitude  towards  waste,  206,  214 

Stock-keeping,  relation  to  personal 
standards,  41-42.  See  also  Care 
of  stock 

Store  directory.  See  Directing  cus- 
tomers 

Store  manager,  functions  of,  251  ; 
relation  to  general  manager,  251  ; 
groups  responsible  to,  252 


Store  organization,  divisions  of, 
247—248 ;  chapter  on,  247—263  ; 
place  of  general  manager,  248, 
251  ;  of  superintendent,  251  ; 
place  of  store  manager,  251-252; 
of  merchandise  manager,  252- 
253;  of  advertising  manager,  253; 
of  financial  manager,  254-257  ; 
importance  of,  257-260 ;  Ques- 
tions and  Problems,  260-262 ; 
Assignments,  263 

Stores  and  storekeeping,  early  poli- 
cies, 1-3;  chapter  on,  1-18; 
modern  policies,  3  (note),  86-87  » 
evolution  of,  6-n;  Questions 
and  Problems,  15-17;  Assign- 
ments, 17-18 

Stout  customers,  192—193 

Strangers  as  customers,  190 

Styles  of  advertising.  See  Adver- 
tising 

Substitution,  a  form  of  suggestion, 
153-155;  presentation  of  new 
ideas  involved,  1 54 

Suggestion  and  substitution,  chap- 
ter on,  144-157;  Questions  and 
Problems,  155-157;  Assignments, 
157.  See  also  Suggestive  selling 

Suggestive  selling,  in  starting  sales. 
144,  1 47  ;  in  continuing  sales,  1 48 ; 
ethics  of,  148-149;  application 
throughout  store,  149-153;  futile 
questions,  1 53,  1 54.  See  also  Sub- 
stitution 

Supplies,  waste  of,  206—207 

System.    See  Sales  check 

Talkative  customers,  189 
Telephone  customers,  199-200 
Till-book  sale.    See  Transfer 
Time  limit  on  exchanges,  161,  162 
Time  wasted.    See  Waste 
Tips    offered    by    customers,    194, 

197 

Transfer,  when  used,  29 ;  advan- 
tages, 30 

Traveler.    See  Transfer 
Turnover,  explanation  of,  61-63 
Types  of  stores  :    country  stores,  6, 
9,  257  ,     department  stores,  6,  9, 


INDEX 


283 


11-12;     chain    stores,    u;    mail- 
order houses,  1 1 
Typical  customers.    See  Customers 

Uncommunicative  salespeople,  in- 
stances of,  117-118 

Undecided  customer,  method  of 
dealing  with,  129-130,  133 

Uniformity  in  clothing,  40 

Unity,  principle  of,  relation  to  dis- 
play of  merchandise,  81 

"  Upkeep."  See  Care  of  store  prop- 
erty 

Voice,   influence   on    salesmanship, 

119-120 
Void  checks,  25,  28 

Wages,  relation  to  selling  energy, 
212;  commissions  paid  on  sales 
exceeding  quota,. 2 12-2 13  ;  rela- 
tion to  selling  per  cent,  212-213  '•> 
relation  to  waste,  213-214.  See 
also  Turnover 

Wanamaker,  John,  bought  A.  T. 
Stewart  store,  10;  opinion  on 


influence  of  Centennial  Exposi- 
tion, 10 ;  sketch  of  career,  14- 
15;  policy  in  regard  to  exchanges, 
158-160 

Want  slip,  30,  33 

War  Industries  Board.  See  Commer- 
cial Economy  Board 

Waste,  examples  of,  206-207 '•>  m 
yardage  departments,  207-208  ;  of 
property,  208-209;  through  errors 
in  sales  checks,  209-210,  259;  of 
time,  210;  in  delivery,  210-211  ; 
in  merchandise,  21 1-212  ;  relation 
to  wages,  212-214.  See  also  Re- 
sources 

Window  displays,  suggestive  power 
of,  144;  as  advertising  piedium, 
237-238  ;  cost  of,  237-238 

Women,  employment  of,  early  pub- 
lic opinion  against,  4-5 

Working  conditions,  4-5  ;  modern 
attitude  of  management  towards, 
12-13 

Yardage  departments,  waste  in,  207- 
208 


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JAN     4    1943 

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DEC    4  1944 

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APfc    13 

RPR    ^3  1945 

_       *  r-  jttl 

MAY  16 

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LD  21-100m-7,'40  (6936s) 

ID    bbU/O 


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